Leadership in New Organizational Forms

26 Februar 2026

20 September 2024

What does the future of leadership look like in new organizational forms? This question is addressed in a recent research project led by Prof. Hüttermann together with Stefan Berger (University of Groningen), Max Reinwald (Universität Mannheim), and Heike Bruch (Universität St. Gallen). The findings have now been published in Human Resource Management.

As part of a large-scale research project involving 145 companies and more than 5,000 participants, the study examined how decentralized organizational structures and flat hierarchies affect both employees and the organization as a whole. The results of the multilevel analysis show that employees respond differently to decentralized structures. While some use the increased autonomy to assume leadership responsibilities situationally, others feel overwhelmed and remain passive. A key factor determining whether employees make use of the available autonomy and discretion is the empowerment provided by formal leaders. In this regard, the analysis demonstrates that empowerment by formal leaders is crucial for ensuring that decentralized organizational structures have a positive impact on overall organizational performance.

The full text of the study is freely available.

“Power to the People—And Then? A Multilevel Leadership Perspective on Organizational Decentralization” (with Stefan Berger, Max Reinwald, and Heike Bruch), Human Resource Management
(5-year Impact Factor: 9.4; FT 50; VHB: A)