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Nonprofits that expand their work beyond their home country’s borders have to perform in unfamiliar territory, with unfamiliar risks, in cooperation or collaboration with…
Nonprofits that expand their work beyond their home country’s borders have to perform in unfamiliar territory, with unfamiliar risks, in cooperation or collaboration with unfamiliar people, on topics or problems that likely sit at the intersection of public, private, and social sectors. How can a global nonprofit’s leaders best prepare themselves to meet these challenges when taking an organization global or seeking to gain traction in new geographies? To answer these questions, this chapter describes four prominent ensemble configurations, and then suggests what global nonprofits can do to develop leaders who can pull the most value from diversity. It also describes four distinct “blueprints” for operating models, and how to shift to a different model, as a leadership team, with members who, together, possess a deep knowledge of the various markets in which the nonprofit operates.
The purpose of this paper is to posit a hierarchical classification of enactments, practices and virtues that comprise an emerging adaptive leadership response to the…
The purpose of this paper is to posit a hierarchical classification of enactments, practices and virtues that comprise an emerging adaptive leadership response to the prevailing volatile, uncertain, complex and ambiguous (VUCA) conditions.
Reports and discusses the findings of two neo-classical grounded theory research studies to theorise augmented leadership repertoires for VUCA worlds. The first study was conducted with eight large regional and multinational organisations in Australia. The second is an on going, longitudinal study undertaken with 18 regional, national and multinational organisations in New Zealand.
The first neo-classical grounded theory study in Australia identifies a set of emerging leadership practices labelled, “Zeitgeist – Integrating Cognition, Conscience and Collective Spirit”, as part of such a repertoire. The preliminary results of the second neo-classical grounded theory research extension in New Zealand, results in the further grounded theorising of the ensemble leadership repertoire (ELR), which is an emerging and hierarchical classification of leadership enactments, practices and virtues for prevailing times. The classification is robust because of its methodological similarities and conceptual congruence with other emerging and well-accepted classifications like, for example, character strengths in positive psychology.
The grounded theorising provides a core category of the ELR which has its origins in substantive context. It lists 93 enactments inducted from leaders’ key phrases. These enactments in turn aggregate in relational sets through the process of constant comparison to describe 14 practices, which in sets of dyads and triads describe the five zeitgeist leadership virtues of being present, being good, being in touch, being creative and being global.
This chapter relates quantum storytelling consulting (QSC) to ensemble leadership theory (ELT) by Rosile, Boje, & Claw (2016). What kinds of leadership does it take to…
This chapter relates quantum storytelling consulting (QSC) to ensemble leadership theory (ELT) by Rosile, Boje, & Claw (2016). What kinds of leadership does it take to attend to the forecaring in advance of the future and how does this relate to quantum storytelling? In a music ensemble, no one musician is the star: they are equal, all are the stars of the show, emerging as stars and then taking a supporting role in cyclic rotation. ELT is important to the world ecology because it is a together-we-are-all-leaders approach. Rather than restricting leadership to one or a few people, the ensemble of many networks of leadership is important. I will contrast ELT with more familiar models of leadership: dispersed, distributed, and relational that restrict leadership to a few. One primary difference is that ELT includes both community and ecology and it is rooted in Indigenous Ways of Knowing (IWOK) that extend from the ancient Southwest US and Mexico. My contribution here is to recognize that ELT is rooted in the rhizomatic fractal, whereas the other models of leadership discussed here (dispersed, distributed, and relational) have been linear-, cyclic-, or spiral-fractal waves. A fractal is defined as recurring self-sameness patterns across scalabilities. I will look to Deleuzian rhizomatic-fractals, which ELT purports to be and make an observation: ELT revived and reinvented in late modern capitalism, must be a correlate with the dominant hierarchic kinds of leadership of here and now, which is this world situation we are now in. Does not each revolution (steam, diesel/gas combustion, cyber-information, and liquid modernity) actually create anew the enslavement of human beings in hierarchic forms of leadership? At the end of this chapter, ensemble leadership will be related to whole-world ecological health.
For several decades, leaders have recognized that the ethos and language of our social, business, and governance structures have become barren, too small, and insufficient for the many challenges and opportunities facing contemporary leaders and the myriad contexts in which they serve. “Designing Leadership Like Jazz” addresses these concerns.
“Designing Leadership Like Jazz” is about understanding the centrality of leadership formation in shaping, or designing, leaders as well as understanding leadership as an art. In this chapter, I identify what leadership formation is and is not. Drawing on the language of jazz music and related arts, I also surface strategies and lessons that can be used by anyone who leads or aspires to lead. Not only can the lessons be applied by anyone who leads or aspires to lead but they also can be applied anywhere, at any time, and in any context. The lessons apply to us as individuals, in intimate relationships with family and friends, in community settings, in workgroups, among team members, in organizations and institutions, and in nations.
Sequestered in their boardroom, Morgan Donne, the CEO of a struggling financial services company, recounts their past successes. Determined to help her inner circle remember what it is like to be part of a winning team, she invites them to share a story about their strengths. Morgan begins. Then the CFO shares his story.
This chapter covers the history of the Standing Conference for Management and Organizational Inquiry (sc’MOI). It develops insights into embodiment conference practices…
This chapter covers the history of the Standing Conference for Management and Organizational Inquiry (sc’MOI). It develops insights into embodiment conference practices, how critical storytelling was part of our conference work from the beginning, and how the conference community used “ensemble leadership” rather than a hierarchical solo leader, or board-led approach. Sc’MOI existed for 25 years, and disbanded, while still solvent.