Distributed Leadership in a Low-Carbon City Agenda
Abstract
:1. Introduction
- multiple levels of involvement in decision-making
- it focuses on improving practice or instruction
- it encompasses both formal and informal leaders
- it links vertical and lateral leadership structures
- it is flexible and versatile
- it is fluid and interchangeable.
- The development of a culture within the organization that embodies collaboration, trust, professional learning and reciprocal accountability.
- Strong consensus regarding the important problems facing the organization.
- A need for rich expertise with approaches to improving knowledge and skills among members of the organization.
2. Distributed Leadership in Practice: Putrajaya Low-Carbon City Initiatives
- Low-Carbon Putrajaya: To reduce GHG emission intensity related to energy use by 60%;
- 3R Putrajaya: To reduce the final disposal of solid waste and GHG emission per waste generation by 50%; and
- Cooler Putrajaya: To reduce peak temperature by 2 °C.
3. Method
3.1. Focus Group Discussion
3.2. Structured Interviews
3.3. Survey
3.3.1. Sample
3.3.2. Sample Size
3.3.3. Sampling
3.3.4. Research Instrument
- Vision: Survey items in this dimension refer to the collective beliefs of the community leaders concerning the low-carbon city agenda. Community leaders provide input in setting the low-carbon city’s vision, and goals. Community leaders can articulate the city’s vision. The RAC’s goals are aligned with the city’s goals.
- Organizational Framework: Organizational framework refers to the structure of the low-carbon city framework which includes the agencies, RACs and individuals associated with it and the structural connections between them. The attributes in this dimension relate to opportunities for RACs and community leaders to assume leadership roles and participate in decision making as well as make meaningful contributions to the low-carbon city initiatives.
- Organizational culture: Organizational cultures are the intangible principles that define the low-carbon community climate. Attributes in this dimension relate to community leaders being encouraged by the low-carbon city administration to take up leadership roles in the community’s low-carbon initiatives, community members collaborate to solve problems and discuss instructional strategies with one another and the agencies governing the low-carbon city agenda. The attributes also relate to community leaders feel respected by their peers and the administrator.
- Consensus: Consensus means that the administrator and community leaders are in agreement in the programs. The attributes in this dimension relate to community leaders role in the decision making process.
- Instructional program: Instructional program refers to guidelines and instructions pertaining to the implementation of low-carbon initiatives. The attributes in this dimension relate to community leaders’ involvement in setting the guidelines for their community and authority of community leaders to make instructional changes based on the specific needs and suitability in their respective community.
- Expertise: Expertise refers to the skilled and knowledgeable individuals in the RACs to lead the community’s low-carbon initiatives. The attributes in this dimension relate to how expertise is managed and coordinated in order to leverage its potential.
- Team leader leadership: Team leader refers to the program administrator specifically the local authority and other related agencies in the low-carbon city implementation framework. The attributes in this dimension demonstrate the level of leadership by the team leader, the team leader’s participation in RAC meetings and RAC activities, the team leader’s knowledge about the program, and the team leader’s leadership in improving the program outcomes.
- Team member leadership: Team member refers to members of residents’ association committees. Team member leadership refers to leadership demonstrated by team members. The survey items in this dimension relates to team members’ interest to serve in low-carbon city leadership roles, opportunities for team members or other members of the community to influence improvement in the program outcomes.
- Authorized distributed leadership: Authorized distributed leadership takes place when formal leaders distribute work and work is accepted as a means of empowerment [86]. This type of leadership is evident in a hierarchical structure such as in teams and committees. The attributes in this leadership practice relate to team members receiving instructions from team leader to make decisions and have control on specified areas. Team leader allows members to initiate collaborations with one another and also with other RACs but team leader maintains the ultimate power to lead.
- Dispersed distributed leadership: This characterization refers to leadership activity that happens without the formal working of hierarchy, where leadership is more bottom-up, team members and skilled individuals work as empowered and self-led teams. The attributes in this leadership practice relate to relative freedom to interact and lead, where knowledgeable and skilled individuals either individually or collaboratively lead the practice.
3.3.5. Data Analysis
4. Results
4.1. Exploratory Data Analysis
4.2. Descriptive Statistics
4.3. Correlation Analyses
4.4. Multiple Regression Analyses
5. Discussion
6. Conclusions
Acknowledgments
Author Contributions
Conflicts of Interest
References
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Environmental Targets | Action |
---|---|
Low-Carbon Putrajaya | 1. Integrated City Planning and Management |
2. Low-Carbon Transportation | |
3. Cutting Edge Sustainable Buildings | |
4. Low-Carbon Lifestyle | |
5. More and More Renewable Energy | |
6. The Green Lungs of Putrajaya | |
Cooler Putrajaya | 7. Cooler Urban Structure and Buildings |
8. Community and Individual Actions to Reduce Urban Temperature | |
3R Putrajaya | 9. Use Less Consume Less |
10. Think Before You Throw | |
11. Integrated Waste Treatment | |
Cross Category | 12. Green Incentives and Capacity |
Category | Quotes from Respondents Surveyed |
---|---|
(a) Dimension | |
Vision | “I’m not sure what the local authority hopes to achieve through their low-carbon city agenda, but as far as my RAC’s concern, our only focus is to ensure that our neighborhood is kept clean and litter free. We were not involved in the planning process but I suppose the master plan does include us (RACs).” |
“They should have included us (in the planning). After all, we (RACs) are the ones who will be conducting the programs in the community.” | |
“A few of us attended a workshop about this matter a few years ago. A few agencies were also present. We discussed about the programs, we gave our views and suggestions especially on how our community can take part in the program.” | |
“My RAC Chairman has been involved in the low-carbon city program since it started. He updates us with the latest information.” | |
Organizational framework | “There should be more RAC representatives in the Low-carbon City Council.” |
“I’m not sure where my RAC fit in this low-carbon city framework.” | |
“There are many agencies involved in the low-carbon city program, each has specific focuses and functions but they are all connected in the network.” | |
Organizational culture | “The low-carbon city agenda should be carried by the whole community, not just the local authority, nor the agencies. Community leaders must be encouraged to take leadership roles in low-carbon initiatives. If community leaders are not empowered, the program will not succeed.” |
“We are encouraged to collaborate with other RACs. One of our shared projects is the ‘Kitchen Garden’. We have regular meetings to discuss and properly plan for the project. We not only share resources and responsibilities but we also decide together on future projects.” | |
“We have close relationships with a few RACs. We exchange views and help one another. I like asking for their opinion because we usually face the same problems in our community.” | |
Consensus | “Sometimes they ask for our opinion, but most of the time we just receive instructions.” |
“Only the Chairman knows what was discussed or decided in the meetings with the local authority.” | |
“Most of the time they will call us to inform us of the coming programs.” | |
Instructional program | “We can propose our own programs to the local authority.” |
“The agencies gave us instructions to implement the programs in our communities.” | |
“We sometimes improvise to suit our community.” | |
Expertise | “We have managers, engineers and many other professionals in our community. They are more than able to lead; perhaps much better than the elected committee, but most say that they are too busy with work.” |
“There are a few knowledgeable persons in the community. We encourage them to join us in coordinating activities. | |
“Some households are more diligent than others in the practice of recycling. They are good role models.” | |
Team leader leadership | “The local authority knows about the problems that we face in implementing the programs.” |
“They provide us with the budget and materials.” | |
“Frankly, I have never met with any of the officers. They usually communicate with the Chairman.” | |
Team member leadership | “Leadership in the RACs is equally important. RACs must be able to unify community members, get them to work together.” |
“They (RACs) must lead, mentor and inspire others.” | |
“They should not expect the Chairman to do everything, other RAC members must step up and offer to lead.” | |
(b) Characterization | |
Authorized | “As management we decide on certain matters about the programs but we let the RACs take charge of their implementation” |
“We identify the RAC and approach the Chairman to coordinate these activities.” | |
Dispersed | “We share materials and discuss strategies with other RACs” |
“We encourage the community to initiate their own programs.” |
Variable | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | |
---|---|---|---|---|---|---|---|---|---|---|
1 | Adoption of low-carbon lifestyle | 1.00 | ||||||||
2 | Organizational culture | 0.680 ** | 1.00 | |||||||
3 | Expertise | 0.668 ** | 0.748 ** | 1.00 | ||||||
4 | Vision | 0.345 ** | 0.364 ** | 0.368 ** | 1.00 | |||||
5 | Team member leadership | 0.422 ** | 0.418 ** | 0.555 ** | 0.519 ** | 1.00 | ||||
6 | Institutional framework | 0.411** | 0.574 ** | 0.453 ** | 0.356 ** | 0.448 ** | 1.00 | |||
7 | Consensus | 0.314 ** | 0.481 ** | 0.325 ** | 0.339 ** | 0.444 ** | 0.585 ** | 1.00 | ||
8 | Team leader leadership | 0.274 ** | 0.444 ** | 0.354 ** | 0.464 ** | 0.624 ** | 0.504 ** | 0.572 ** | 1.00 | |
9 | Instructional programs | 0.269 ** | 0.448 ** | 0.363 ** | 0.344 ** | 0.451 ** | 0.471 ** | 0.498 ** | 0.717 ** | 1.00 |
Variable | 1 | 2 | 3 | |
---|---|---|---|---|
1 | Adoption of low-carbon lifestyle | 1.00 | ||
2 | Authorized | 0.273 ** | 1.00 | |
3 | Dispersed | 0.435 ** | 0.451 ** | 1.00 |
Model 1 | Model 2 | Model 3 | Model 4 | |||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|
Variable | B | SE B | B | B | SE B | B | B | SE B | B | B | SE B | B |
(Constant) | 0.368 ** | 0.139 | 0.326 * | 0.157 | 0.161 | 0.193 | 0.137 | 0.214 | ||||
Organizational culture | 0.507 | 0.075 | 0.409 ** | 0.550 | 0.078 | 0.444 ** | 0.562 | 0.079 | 0.454 ** | 0.549 | 0.086 | 0.443 ** |
Expertise | 0.423 | 0.070 | 0.362 ** | 0.362 | 0.077 | 0.310 ** | 0.335 | 0.078 | 0.287 ** | 0.337 | 0.079 | 0.288 ** |
Team member leadership | 0.124 | 0.060 | 0.105 * | 0.143 | 0.071 | 0.121 * | 0.139 | 0.072 | 0.118 | |||
Instructional programs | −0.105 | 0.055 | −0.090 | −0.046 | 0.068 | −0.039 | −0.050 | 0.069 | −0.042 | |||
Team leader leadership | −0.133 | 0.080 | −0.112 | −0.138 | 0.082 | −0.116 | ||||||
Vision | 0.114 | 0.071 | 0.077 | 0.112 | 0.071 | 0.076 | ||||||
Organizational framework | 0.031 | 0.075 | 0.023 | |||||||||
Consensus | 0.004 | 0.080 | 0.003 | |||||||||
F statistic | 162.752 | 83.943 | 57.241 | 42.698 | ||||||||
R2 | 0.520 | 0.529 | 0.536 | 0.537 | ||||||||
Adjusted R2 | 0.516 | 0.523 | 0.527 | 0.524 |
© 2016 by the authors; licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC-BY) license (http://creativecommons.org/licenses/by/4.0/).
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Mohamed, A.; Ibrahim, Z.Z.; Silong, A.D.; Abdullah, R. Distributed Leadership in a Low-Carbon City Agenda. Sustainability 2016, 8, 715. https://doi.org/10.3390/su8080715
Mohamed A, Ibrahim ZZ, Silong AD, Abdullah R. Distributed Leadership in a Low-Carbon City Agenda. Sustainability. 2016; 8(8):715. https://doi.org/10.3390/su8080715
Chicago/Turabian StyleMohamed, Azalia, Zelina Zaiton Ibrahim, Abu Daud Silong, and Ramdzani Abdullah. 2016. "Distributed Leadership in a Low-Carbon City Agenda" Sustainability 8, no. 8: 715. https://doi.org/10.3390/su8080715