Put it into a paragraph in first-person language.

use the following resources to support answer

Gherson, D., & Gratton, L. (2022). Managers can't do it all. Harvard Business Review,100(2), 96-105.

Xiang, N. (2024, December 6). Understanding the modern C-Suite: Strategic insights for HR leaders. Executive Network. https://www.shrm.org/executive-network/insights/understanding-modern-c-suite-strategic-insights-hr-leaders

Respond to colleague who chose different management trends. Explain whether you think this trend will continue and why. Then, add on to their post in one of the following ways:

Provide an additional benefit, challenge, or opportunity.

Elaborate on the social work implications.

Provide respectful feedback on their plans for leveraging the trend as a future manager or leader.

Colleuge post

A significant and evolving trend in management is distributed leadership. This model promotes the sharing of leadership roles and decision-making responsibilities across different levels of an organization rather than centralizing authority in traditional hierarchies. This shift has gained momentum due to increasing organizational complexity, remote work environments, and the pressure on managers to meet both operational and strategic demands (Gherson & Gratton, 2022). In today's dynamic workplace, no single manager can effectively address all the needs of their teams alone, making it necessary to empower others to lead from where they are.

Distributed leadership provides several benefits. It enables faster decision-making at the point of need, increases employee engagement through empowerment, and encourages the inclusion of diverse perspectives that can fuel innovation. It also reduces managerial burnout by redistributing responsibilities and allowing leaders to focus on strategy and long-term value (Gherson & Gratton, 2022). At the same time, organizations that embrace this model tend to attract talent that values autonomy and purpose-driven work. As Xiang (2024) notes, modern C-suite leaders increasingly expect managers to act as strategic partners and to foster leadership capabilities across their teams, making distributed leadership a strategic necessity rather than just an operational improvement.

However, implementing distributed leadership is not without its challenges. Without clear role definitions and accountability structures, it can lead to confusion and misalignment. Employees may feel overwhelmed or unprepared to take on leadership roles, and inconsistent execution can hinder organizational performance. Shifting to this model also requires cultural change, robust communication systems, and a long-term investment in skill-building (Xiang, 2024). Yet, these very challenges present an opportunity to transform organizational culture into one that is more inclusive, resilient, and adaptive.

For social workers in management positions, this trend has particular significance. Distributed leadership resonates with core social work values such as empowerment, collaboration, and respect for individual agency. It enables social work leaders to involve staff more directly in shaping services and making decisions, which can enhance both employee ownership and service quality. Nevertheless, social work managers must ensure that shared leadership does not compromise ethical standards, particularly around client confidentiality and equitable access to services. They must also support staff in developing leadership competencies, especially in environments with limited resources or entrenched hierarchical structures.

As a future manager or leader, I would embrace distributed leadership by creating a workplace culture grounded in trust, shared accountability, and continuous development. I would prioritize mentoring and training initiatives to help team members gain confidence and leadership skills, while also establishing clear decision-making processes to ensure consistency and accountability. Leveraging digital tools to improve transparency and collaboration would be key. Drawing from the insights of Gherson and Gratton (2022) and Xiang (2024), I would aim to develop a team that is both empowered and strategically aligned, capable of responding effectively to the rapidly changing demands of our field.