Chapter 5 Emergent Collaboration and Leadership for Sustainable Effectiveness: The Metropolitan Housing Authority

Abstract

Organizations are currently striving to become more sustainable, as resources dwindle and social desirability for sustainability increases. This is important in public sector organizations as well as private, and exemplars are needed. Therefore, this chapter provides a description of how a public housing authority in pursuit of a social mission parlayed an energy performance contract into a triple bottom line sustainability journey. The Cuyahoga Metropolitan Housing Authority's (CMHA) sustainability journey has been shaped most significantly by the commitment of CMHA leadership to collaboration (internal and external) as a core strategy. The chapter provides a rich description of CMHA's emergent partnerships with various organizations in their environment; focusing first on energy and later encompassing social, ecological, and economic sustainability. It describes and analyzes the leadership that emerged which played an essential role in supporting the complexity of increasing collaborative involvement. New theories of leadership, most specifically Complexity Leadership Theory (Uhl-Bien & Marion, 2008), emergent leadership (Goldstein et al., 2010), and adaptive leadership (Heifetz, 1994) are used to make sense of the leadership philosophy and actions that worked in the sustainability journey.

Citation

Feyerherm, A.E. and Breyley Parker, S. (2011), "Chapter 5 Emergent Collaboration and Leadership for Sustainable Effectiveness: The Metropolitan Housing Authority", Albers Mohrman, S. and (Rami) Shani, A.B. (Ed.) Organizing for Sustainability (Organizing for Sustainable Effectiveness, Vol. 1), Emerald Group Publishing Limited, Leeds, pp. 127-153. https://doi.org/10.1108/S2045-0605(2011)0000001010