Forms of collective leadership, such as Distributed Leadership, have become increasingly important. The need for measurement of the variables involved in the delegation processes, represents a new challenge for organizations that want to ensure high-level working. The present research aimed to validate the Italian version of the Distributed Leadership Agency (DLA) and verify its applicability in different contexts. The study involved all the employees of an Italian public Hospital, which were selected to complete a survey on organizational perceptions. The sample (...) comprised 704 employees (doctors, nurses, clerks, staff workers, healthcare assistants, consultants, management). Multiple Confirmatory Factor Analyses (Maximum Likelihood) have been computed to explore the factorial structure of the DLA, along with associations with other work outcomes. Results clarified that the Italian DLA respects the tri-factorial structure of the construct, suggested by Yukl (2002), with good fit indexes and reliability; moreover, in line with the literature, DLA was strongly related to satisfaction, commitment, and trust. Results contribute to underline the robustness of the construct of distributed leadership agency in different cultural sectors, and provide a useful tool to be adopted in the Italian context. (shrink)

Organizational identification has increasingly attracted scholarly attention as a key factor in understanding organizational processes and in fostering efficient human resource management. Available evidence shows that organizational ethical climate crucially predicts OI, a key determinant of both employees’ attitudes and behaviors. In the present paper, we examined the relationship between two specific ethical climates, distributed leadership, and employees’ attitudes and behaviors, incorporating OI as a core underlying mechanism driving these relationships. Three hundred and forty-two employees filled out questionnaires to examine (...) ethical climate, DL, OI, and a series of measures concerning attitudes and behaviors toward the organization. Structural equation modeling confirmed that a perception of an ethical climate of friendship fostered OI, which elicited higher commitment, perceived trust and recommendation, and lower turnover intention. Perception of DL further contributed to increasing OI. Our findings suggest that HR practices should carefully consider employee perceptions of a collectivistic ethical climate, together with perceptions of DL, as key determinants of positive organizational outcomes. We discuss results in light of the social identity approach and present practical implications for HR management. (shrink)