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Subject: Leadership for a New Era
Showing 1-10 of 27 items with subject 'Leadership for a New Era'.
- Structural Racism and Leadership
The election of our first African American president has sparked debate over how far we have come as a nation on issues of race. Some suggest that we are in a post-racial society, but this assumption has not been supported by recent census statistics. While one in seven people in the U.S. are now living in poverty, statistics show that African Americans and Latinos have fared worse during the recession.
Authors: Deborah Meehan
- A New Leadership Mindset for Scaling Social Change
Over the past 50 years our thinking about leadership, whether in communities or board rooms, has been heavily influenced by heroic models of leadership. We traditionally think of leadership as the skills, qualities and behavior of an individual who exerts influence over others to take action or achieves a goal using their position and authority. Leadership for a New Era was launched because we believe this way of thinking about leadership is only one part of the story -- one that does not fully recognize leadership as a process grounded in relationships that are fluid, dynamic, non-directive and non-unilateral. Understanding leadership as a process requires us to think very differently about how change occurs and how we work with others. We will never mobilize leadership at the scale needed for significant progress on social justice or any other complex issue without expanding our thinking about what leadership is, how it works and how we can support it.
- Learning from the Past and Future: Leadership for a New Era
The Leadership Learning Community (LLC) believes that it is important to ask ourselves what in our current consciousness about leadership needs to change if we are to tackle the problems that we all care so deeply about. For the past eight years the Leadership Learning Community has engaged hundreds of leadership development funders, program staff and researchers in learning about how to cultivate leadership that is inclusive, rooted in community values, action-oriented and focused on results. We have identified the need for a much broader and more culturally inclusive approach to cultivating and sustaining leadership that focuses on nurturing and supporting teams, networks, and communities; and prepares individuals to lead collectively with others whose leadership cultures and practices differ from their own.
Authors: Leadership Learning Community
Subjects: Leadership for a New Era
- Working Wikily 2.0
Social Change with a Network Mindset, Monitor Institute.
- Platforms for Collaboration
Platforms for Collaboration in SSIR.
Authors: Satish Nambisan
- A Dance tha Creates Equals
By Denise Altvater, Bethany Godsoe, LaDon James, Barbara Miller, Sonia Ospina, Tyletha Samuels, Cassandra Shaylor, Lateefah Simon, and Mark Valdez. "A Dance That Creates Equals: Unpacking Leadership Development." New York: 2005.
- Co-leadership Framework
Co-Leadership Assessment Framework
- The DAC Framework of Leadership
The DAC (Direction, Alignment, Commitment) framework of leadership
- Don’t bother putting leadership into people
Most leadership training that is being conducted in corporate offsites is ill-advised. I make this bold statement because the intent of most of this training is to put leadership into people such that they can transform themselves and then their organizations upon their return. In this article, I shall address why the latter process is unlikely to succeed and what alternatives exist that can more effectively put leadership directly into the organization, where it belongs.
Authors: Joseph A. Raelin
- We the Leaders: In Order to Form a Leaderful Organization
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