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This article endeavors to develop an emerging paradigm of leadership for our organizations known as "leaderful practice." Leaderful practice constitutes a direct challenge to the conventional view of leadership as "being out in front." It is submitted that in the 21st Century organization, everyone will need to share the experience of serving as a leader, not sequentially, but concurrently and collectively. In other words, leaders need to co-exist at the same time and all together. In addition, each member of an organization will be encouraged to make a unique contribution to its growth, both independently and interdependently with others. In this sense, organizational members will aspire to become fervently collaborative, which in turn is derived from their compassion toward other human beings. Their welldeveloped sense of self permits them to develop a deep consideration of others. Thus, the article makes the case that the only possible way to lead ourselves out of trouble in management is to become mutual and to share leadership.
Authors: Joseph A. Raelin
Given the need to unlock the capacity of everyone in the organization, interest in collaborative leadership is growing. But how is such a practice developed? The author proposes the use of action learning—in its original formulation, namely, through reflection on real-time work experience dealing with unfamiliar problems—as a gateway to collaborative leadership. Action learning is portrayed as growing in acceptance as a management education and learning approach that distills knowledge from a context to be used to provide learning to the practice as well as to the practitioner. The account demonstrates how the operating practices of collaborative leadership are directly affected by action learning and proposes that the two approaches are based on common principles.
Authors: Joe Raelin
Indicators for 8 different elements of collective leadership.
Authors: Evaluation Learning Circle
In this chapter, Alain Gauthier, a senior leadership coach and facilitator working worldwide with the top management of major corporations, the United Nations, and other international institutions, describes in detail the application of the partnership paradigm in multi-stakeholder context. Based on his experience in facilitating the emergence of sustainable local and global partnerships, the author discusses multiple approaches and tools that can be applied to help diverse leaders mature together as “boundary crossers”, while addressing critical issues that cannot be solved within a single organization or sector.
Authors: Alain Gauthier
"Leadership (Re)Constructed: How Lens Matters," By Sonia Ospina and Ellen Schall. Paper Presentation at APPAM Research Conference in Washington, DC, 2001.
Prepared by the DataCenter, outlines the different types and sources of power.
Prepared by the DataCenter, a tool that can be used to look at the different leadership styles of the group.
Prepared by the DataCenter, tool to help ensure a balanced human rights framework for "support and accountability" in a Shared Leadership context.
DataCenter's Shared Leadership Model - an abridged descriptive piece.
Prepared by the DataCenter, some Zapatista principles and practices.