Reframing Leadership in Organizations: Formal Leaders’ Perceptions and Utilization of Informal Leadership in the Technology Sector

Abstract

This study examines how formal leaders perceive and utilize informal leadership in their daily work. It draws on qualitative content analysis of 22 semi-structured interviews with formal leaders in technology sector organizations across 11 European countries. The findings show how formal leaders view informal leadership to benefit both their own work and broader organizational functioning. Formal leaders often engage in co-leadership practices with informal leaders and consider informal leadership as a long-term, expertise-driven process enacted by individuals with deep subject-matter knowledge. We offer practical recommendations for recognizing and supporting informal leadership, and outline directions for future research. Overall, this study contributes to reframing organizational leadership by highlighting the influence of informal leadership on formal leadership and collective work practices.