Theoretical Constructs of Dissent Leadership: Moving from Theory to Practice

Abstract

This paper introduces a construct for moving from theory to practice by underpinning the dissent leadership approach with the theory of distributed leadership. Navigating the decision-making process during uncertain times, such as the global coronavirus (COVID-19) pandemic, presented critical challenges for stakeholders across organizations. A single explanatory conceptual framework derived from the theory of distributed leadership is presented. This framework specifies four competencies that ensure diversity in the workforce increases: 1) leveraging personal and social identities, 2) utilizing a global and diverse mindset, 3) leveraging community and organizational contexts, and 4) promoting a diversity-supportive and inclusive climate (Chin et al., 2016; Cammarota, 2011). Furthermore, this paper reconceptualizes dissent leadership as a mechanism for equitable and inclusive decision-making. Leveraging diverse points of view may strengthen organizational responses to large scale operational disruption such as the 2019 global coronavirus (COVID-19) pandemic.