Scholarly journals and business publications are filled with accounts of organizations moving from traditional bureaucratic structures to new, flatter forms. They require new leadership practices that rely less on the individual efficacy of a few "great men" and more on the collective efficacy of formal and informal networks--a shift that, in the words of CISCO CEO John Chambers, you could almost call "as revolutionary as the assembly line." The leadership literature has not kept pace with this shift. In a review of recent leadership articles in top-tier academic journals, we found that roughly 85% assume a hierarchical leadership structure. Nevertheless, new research into what we call "distributed leadership" — incorporating what others have termed "shared", "collaborative", or "complexity" leadership — has shown that: