Hybrid organizations differ from non-hybrid organizations in that exist within them "elements, value systems, or logical actions that lead to tensions. These tensions can have negative and positive consequences on stakeholders, hybridity being a source of opportunity as well as risk" (Doherty et al, 2014). From this perspective, hybrid organizations such as cooperatives have to manage a series of paradoxes (Smith & Lewis, 2011) including that of leadership.
Our research focuses on the consequences of power sharing on leadership in cooperatives and explores the following question: due to their hybridity and power sharing, do cooperatives demonstrate alternative forms of leadership models and behaviors? Do we see, for instance, the emergence of post heroic leadership practices such as shared leadership practices (Pearce & Conger, 2003) and an emphasis on ethical leadership (Trevino & Brown, 2004)
Despite a growing body of research on hybrid organizations (Haigh et al, 2015), many questions remain unanswered, particularly regarding the specificity of these types of organizations in terms of leadership styles. Furthermore, the study of leadership in cooperatives and the exploration of alternative and post-heroic forms of leadership remain under explored issues in the literature.
Building on 3 case studies of owned cooperatives (SCOP) in France, our research provides social entrepreneurship scholars with an empirical contribution on leadership in cooperatives, using paradox theory as a lens to capture the tensions which derive from the hybridity of cooperatives.
Our findings reveal 1) the paradoxical nature of leadership in worker cooperatives and the existing tensions between heroic and post-heroic leadership (charismatic vs shared leadership) and between economic and ethical goals (ethical vs non ethical leadership and 2) the relevance of the servant leadership model to manage these tensions.
Building on these findings, we delineate future research avenues for leadership in cooperatives and hybrid organizations and the discussion of post-heroic leadership.
Doherty,B., Haugh, H. & Lyon, F. (2014), Social Enterprises as Hybrid Organizations: A Review and Research Agenda, International Journal of Management Reviews, Vol. 16 : 417–436.
Haigh, N., Walker, J., Bacq, S. & Kickul, J. (2015), Hybrid organizations: origins, strategies, impacts, and implications, California Management Review, vol. 57 (3): 5-12.
Smith, W. K., & Lewis, M. W. (2011), Toward a theory of paradox: A dynamic equilibrium model of organizing. Academy of Management Review, 36(2): 381-403.
Treviño, L.K. & Brown, M. (2004), Managing to be ethical: Debunking five business ethics myth. Academy of Management Executive, 18: 69-81
