What is special about distributed leadership?
Isabel Wald: Simply put, distributed leadership means that the different dimensions of leadership work are distributed among several people within an area. Instead of expecting one single person to master all dimensions of leadership – people, professional, and methodological – equally well, responsibility is deliberately assigned to those who are particularly strong in specific areas. Each of these dimensions is tied to different goals:
- People leadership: This focuses on motivating, inspiring, and supporting people in their development.
- Professional leadership: This dimension focuses on content expertise, technical know-how, and professional guidance of the team.
- Methodological leadership: Here the emphasis is on structuring processes, increasing efficiency, and ensuring organizational management and collaboration.
The integration of these three core leadership dimensions facilitates and optimizes our collaboration at all levels, particularly within teams.
What is the difference between distributed and shared leadership?
Isabel Wald: EnBW offers more than just one leadership model – we make it possible to shape leadership in the way that best suits the business and the team. Our working world is diverse, and so are the leadership models we provide.
In distributed leadership, responsibilities are clearly divided into individual dimensions: product responsibility (professional) and people responsibility (disciplinary), with the collaboration dimension supported through methodological and process expertise. In shared leadership, two leaders jointly share both professional and disciplinary responsibility for their team. In traditional leadership, professional and disciplinary responsibility are combined in one person.
Ultimately, EnBW focuses on finding the leadership model that best fits future challenges and ways of working together. We are convinced that a modern, open work and leadership culture is key to unlocking each individual’s potential. People are at the center of what we do – and we create the framework for each area to shape its own requirements and topics effectively.
Why did your department choose to work with distributed leadership?
Isabel Wald: The then Transformation and Development department at EnBW was one of the first areas in the company to introduce and pilot the distributed leadership model with the clear goal of gaining real experience on leadership and team level. This pilot phase gave us the opportunity to put theory into practice and find out how distributed leadership works in our specific environment.
The experience we gathered was crucial in launching an implementation project aimed at establishing distributed leadership as another leadership model across the company.
What were the benefits of this pilot phase?
Isabel Wald: The introduction and piloting of distributed leadership in different areas of EnBW such as Sales, Generation, and the Grid division was of decisive benefit to us. The experiences gained feed directly into an implementation project that laid the foundation for new processes and frameworks across the company.
By focusing on the individual leadership dimensions, we were able to bring role holders together in communities. The goal of these communities is to create a platform for exchange, learning, and further role development. Role holders can share experiences, learn from one another, and develop synergies and new ideas.
How do you organize your work in distributed leadership?
Isabel Wald: Because of the focus on individual leadership dimensions, coordination is particularly important. It’s essentially about having a shared view of the professional and content-related topics. Building on this, smooth and results-oriented structuring of topics and continuously looking at team composition and development are crucial for success. This coordination happens in ritualized meetings and is firmly embedded in the calendar.
How does EnBW support roles in distributed leadership?
Isabel Wald: EnBW is building a solid foundation for departments working within a distributed leadership framework. The roles come with a clear description of tasks and responsibilities. This creates transparency and orientation.
In addition, EnBW provides learning paths specifically designed to make it easier for new role holders to get started. These learning paths offer structured guidance and the necessary tools to navigate their new role. There’s also the opportunity to participate in Leadership Development Journey modules, which are specifically tailored to building leadership competencies.
Internal processes and workflows are being gradually adapted to the specific needs of distributed leadership. This ensures that roles are not only supported organizationally but also process-wise, enabling them to fulfill their responsibilities effectively and efficiently.
Another important aspect of support is promoting the exchange of experiences and collective learning in various communities. These communities give role holders the opportunity to meet regularly, learn from each other, and work together on a wide range of topics.