An Analysis of Distributed Leadership in International Companies

This research explores the practice of distributed leadership in the international settings of the United Arab Emirates (U.A.E). Specifically, it inspects international companies’ reactions to the challenges posed by the contingencies of a post-pandemic era. Utilizing a sequential explanatory mixed-methods design, the study first employed the Distributed Leadership Readiness Scale (DLRS) survey to gather quantitative data from nine international companies. Qualitative interviews with nine participants followed this to deepen the understanding of leadership practices. The study revealed that while international companies exhibit readiness for distributed leadership, their scores were lower than those of previous studies. Key themes identified include the importance of shared responsibility, mutual respect, and the role of top managers in leadership. The findings highlight the need for inclusive leadership practices that empower diverse voices within companies. The studied companies were recommended to enhance their professional development by focusing on distributed leadership to utilize their top managers’ expertise better and improve their business administration. This study contributes to the research on distributed leadership in international settings by offering insights into effective leadership strategies.