id: 05672735
dt: a
an: 05672735
au: Jameson, Jill
ti: Distributed leadership, trust and online communities.
so: Ozok, A. Ant (ed.) et al., Online communities and social computing. Third
    international conference, OCSC 2009, held as part of HCI International
    2009, San Diego, CA, USA, July 19‒24, 2009. Proceedings. Berlin:
    Springer (ISBN 978-3-642-02773-4/pbk). Lecture Notes in Computer
    Science 5621, 226-235 (2009).
py: 2009
pu: Berlin: Springer
la: EN
cc: 
ut: distributed leadership; online communities; paradox; visibility;
    invisibility; E-learning; case study; pattern-matching; ambiguity
ci: 
li: doi:10.1007/978-3-642-02774-1_25
ab: Summary: This paper analyses the role of distributed leadership and trust
    in online communities. The team-based informal ethos of online
    collaboration requires a different kind of leadership from that in
    formal positional hierarchies. Such leadership may be more flexible and
    sophisticated, capable of encompassing ambiguity and rapid change.
    Online leaders need to be partially invisible, delegating power and
    distributing tasks. Yet, simultaneously, online communities are
    facilitated by the high visibility and subtle control of expert
    leaders. This paradox: that leaders need to be both highly visible and
    invisible as appropriate, was derived from prior research and tested in
    the analysis of online community discussions using a pattern-matching
    process. It is argued that both leader visibility and invisibility are
    important for the facilitation of trusting collaboration via
    distributed leadership. Advanced leadership responses to complex
    situations in online communities foster positive group interaction and
    decision-making, facilitated through active distribution of specific
    tasks.
rv: