FRACTIONAL LEADERSHIP: A CONCEPTUAL AND THEORETICAL FRAMEWORK PROPOSAL FOR THE TURKISH MANAGEMENT AND ORGANIZATION LITERATURE

Abstract

This study conceptually and theoretically examines fractional leadership, drawing on international literature, and introduces the concept to Turkish management and organization studies. Rapidly changing organizational needs, together with the rise of the gig economy and flexible working models, have led organizations to seek more strategic and adaptable leadership solutions. In this context, fractional leadership is considered a next-generation leadership work model that enables organizations to access top-level management experience and capacity within structured time periods, without relying solely on full-time executive employment. The study positions fractional leadership at the intersection of multiple theoretical backgrounds. Accordingly, the concept is examined through the resource-based view, dynamic capabilities, situational leadership theory and network theory perspectives. Based on the reviewed literature, the study identifies the strategic organizational outputs associated with fractional leadership, including strategic flexibility, cost efficiency, knowledge transfer, innovation capacity, and organizational agility. It also clarifies the differences between fractional leadership and related models such as consultancy and interim leadership. By evaluating fractional leadership across different contexts of organizational dynamics, the study argues that it should not be understood merely as an alternative leadership arrangement. Rather, it represents a strategic leadership approach that responds to contemporary organizations’ need for agility, access to specialized executive expertise, and adaptive strategic management. In this respect, the research aims to offer a conceptually and theoretically original contribution to the Turkish management and organization literature.