Applying Distributed Leadership in Micro and Small Enterprises of Kosovo

Abstract

Discussions about distributed leadership and its effectiveness have been at the center of recent leadership studies. This article aims to present the perceptions of micro and small enterprises staff in Kosovo, regarding the practice of distributed leadership, the challenges of this application and the conditions that permit the improvement of enterprises leadership. In Kosovo micro and small enterprises make up the majority of companies operating in the market and serve as the main source of employment for the Kosovo population. Thus, examining the leadership issues of these ventures would serve above all to their effectiveness and success. The ideas of econometric models about the levels of distributed leadership and the challenges of the application of the distributed leadership helped to explain some features of the leadership in micro and small MSE-s in Kosovo context. The instrument created has been delivered to 37 micro and small enterprises in Kosovo. 294 entrepreneurs and enterprises staff filled the questionnaire. The study revealed that according to the respondent’s perceptions distributed leadership is practiced in their enterprise at a superficial level, according to the 3 levels presented by empirical research. There exists a “neutral” perception about the challenges faced by the enterprise while applying distributed leadership, which shows that the respondents do not have a clear idea about the challenges that their enterprise has to face while applying distributed leadership. Nevertheless, they listed “the lack of the shared responsibility amongst the staff”, as one challenge that their enterprise faces mostly, while applying the distributed leadership. According to the respondents, it is important to encourage staff to participate in the decision making, ensure well-built relations among entrepreneurs and the staff and create strong collegial relationships among staff. This could contribute to the success of the MSE-s.