Collective Leadership Research Articles

Collective leadership in nonprofit sport boards

Collective leadership in nonprofit sport boards

Navigating Emerging Climate Crises Through Adaptive Polycentric Meta-networks

AbstractWithout urgent, systemic, and collective global interventions to address the emerging climate emergency, we are likely to continue to see a range of increasingly significant adverse impacts globally. Temperatures will continue to increase, ice shelves will melt, seas will rise, crops will fail, water scarcity will increase and spread, wildfires will accelerate, and food and water insecurity, violence, and the largest human migration in history will ensue. According to the Institute for Economics and Peace (IEP), these climate changes will displace over 1.2 billion people by 2050 at a rate currently exceeding 21.5 million people per year. This mass migration will create incredible burdens on political, legal, economic, agricultural, educational, and health infrastructures in future host countries, and we are globally unprepared. It is well-recognized that the solution to these crises lies in our collective awakening by embracing complexity and employing bold and holistic perspectives. However, theoretical and applied advancements that may meaningfully inform practical approaches to urgently address climate related threats remain scattered and insufficient. The purpose of our proposed paper is to advance the concept of adaptive polycentric meta-networks (APMNs) as a partial solution to collectively address climate crises. We draw upon key insights from works on polycentricity, complexity leadership, and meta-networks, to arrive at our integrative framework. We also discuss ways that the proposed framework aligns with the dynamics of collective mindfulness and practical wisdom, particularly to facilitate cross-sector and global collaborations, across cultures and spiritual practices, to achieve the climate change goals at a macro scale. We believe that our framework offers an important conceptual and practical pathway to tackle the complex dynamics of climate change, and to generate the needed collective sensemaking and awareness to awaken, engage, and align collective leadership where it is needed, at global, national, regional and local levels and across governments, NGOs, and corporate interests.

The Exercise of Nurses' Clinical Leadership in Hospital Care Units: A Qualitative Multiple Case Study.

This study aims to describe the exercise of clinical leadership by nurses within hospital care units, identify the factors influencing it and explore how nurses perceive its impact. Qualitative multiple case study. The study involved 36 interviews, 120 h of observation and documentary analyses with nurses across various roles within three nursing teams to capture collective leadership. Thematic and cross-case analyses were also conducted. Nurses' clinical leadership was manifested in five distinct forms, irrespective of their role: (1) initiating actions involving reflective thinking and intervention, (2) influencing others through coaching, (3) actively participating in and mobilising efforts to enhance the quality of care, (4) fostering optimal synergy and team cohesion, and (5) leveraging personal and collaborative capacities. Factors influencing this leadership included clinical, human and material resources, time, a work environment that promotes autonomy and a positive work climate. Nurses perceived their leadership as having a positive impact on patients, themselves, the interdisciplinary team and the organisation. These findings were integrated into a modellisation of the exercise of nurses' clinical leadership based on Le Moigne's (La Théorie du Système Général. Théorie de la Modélisation. Paris: Presses Universitaires de France, 2006) philosophical approach. This study provides a perspective on nurses' collective clinical leadership in hospital care units, emphasising its leverage effect and the achievement of positive impacts. The proposed model serves as a valuable tool for nurse managers to better understand and support the exercise of clinical leadership. The model can guide nurse managers in supporting clinical leadership within teams, assist individual nurses in associating clinical leadership with their practice and assist with mobilising their leadership skills. This study explores how nurses across various roles within a hospital care unit exercise clinical leadership. The findings reveal five active forms of nurses' clinical leadership, perceived by nurses to positively impact patients, the interdisciplinary team and the organisation. Nurses and managers can use these five forms to foster a collective approach to clinical leadership. None. WHAT DOES THIS PAPER CONTRIBUTE TO THE WIDER COMMUNITY?: This study introduces an innovative model for understanding and promoting nurses' clinical leadership. It provides insights into the positive impact of this leadership approach and the significance of promoting it. Standards for Reporting Qualitative Research [SRQR] (O'Brien etal. Academic Medicine, 89, 2014 and 1245). Not registered.

Collective leadership development in the civic arena

PurposeAs a collective paradigm of leadership emerges in the literature, many community leadership programs still align with leader-centric perspectives. The Kansas Leadership Center’s Leadership Transformation Grant is an exemplar of developing collective leadership in the civic arena. The purpose of this article is twofold: (1) to present the findings of a community-engaged, qualitative research study on the impact of collective leadership development on the practice of civic leadership and (2) to discuss relevant implications learned from reflections on the methodology for the practice of community-engaged research.Design/methodology/approachThis study is a form of engaged research (Van de Ven, 2007) and is consistent with the principles of community-based research (Strand, Marullo, Cutforth, Stoecker, & Donohue, 2003). I took an exploratory approach to this study because the knowledge intersection of collective leadership, civic leadership and leadership development is still emerging and understudied. I explored the individual, group and systems levels as three components of a complex adaptive system (Uhl-Bien, Marion, & McKelvey, 2007). To better understand the dynamic relationship between individual, group and system in this grant team, I employed a three-phase study including methods of deliberative civic engagement, open-ended survey and interview.FindingsFindings illustrate the effectiveness of the grant program on developing a shared language and leadership framework and clarifying leadership goals for participants. Implications include the importance of collective leadership development opportunities that center adaptive challenges and convene participants across levels of leadership and sectors. Additionally, the findings highlight the need to consider authority, identity and culture as central components of the practice of leadership. Reflections on the community-engaged methodology demonstrate the value of learning about leadership practices from the community practitioners to inform community leadership development interventions. Implications include approaching research as iterative and pushing back on academic norms that provide tension in engaged work.Originality/valueLittle research crosses all three boundaries of collective leadership, leadership development and civic leadership literature. This intersection focuses on understanding how collective leadership can contribute to enhancing the practice of civic leadership. The current study is situated within this knowledge gap and explores (1) the experiences of members of a civic group who have (2) participated in leadership development that (3) aligns with a collective leadership paradigm and are (4) trying to make progress on an adaptive challenge.

Neuro-fuzzy prediction model of occupational injuries in mining.

Objectives. This study investigates the possibility of developing a unique model for predicting work-related injuries in Serbian underground coal mines using neural networks and fuzzy logic theory. Accidents are common due to the unique nature of underground mineral extraction involving people, machinery and limited workplaces. Methods. A universal model for predicting occupational accidents takes into account influential factors such as organizational aspects, personal and collective protective equipment, on-the-job training and leadership factors. The selected networks achieved a prediction accuracy of >90%. Results. The study successfully identifies potential risks and critical worker groups leading to injuries. The sensitivity analysis provides insights for targeted safety measures and improved organizational practices. Conclusion. This data-driven approach makes a valuable contribution to safety in the mining industry. Implementation of the predictive model can reduce injuries and machine damage, and improve worker well-being.

Multidimensional social influence drives leadership and composition-dependent success in octopus-fish hunting groups.

Collective behaviour, social interactions and leadership in animal groups are often driven by individual differences. However, most studies focus on same-species groups, in which individual variation is relatively low. Multispecies groups, however, entail interactions among highly divergent phenotypes, ranging from simple exploitative actions to complex coordinated networks. Here we studied hunting groups of otherwise-solitary Octopus cyanea and multiple fish species, to unravel hidden mechanisms of leadership and associated dynamics in functional nature and complexity, when divergence is maximized. Using three-dimensional field-based tracking and field experiments, we found that these groups exhibit complex functional dynamics and composition-dependent properties. Social influence is hierarchically distributed over multiscale dimensions representing role specializations: fish (particularly goatfish) drive environmental exploration, deciding where, while the octopus decides if, and when, the group moves. Thus, 'classical leadership' can be insufficient to describe complex heterogeneous systems, in which leadership instead can be driven by both stimulating and inhibiting movement. Furthermore, group composition altered individual investment and collective action, triggering partner control mechanisms (that is, punching) and benefits for the de facto leader, the octopus. This seemingly non-social invertebrate flexibly adapts to heterospecific actions, showing hallmarks of social competence and cognition. These findings expand our current understanding of what leadership is and what sociality is.

Rhizomatic Organizing, Collective Leadership, and Community-Centered Pedagogy in the Early Asian American Movement

Rhizomatic Organizing, Collective Leadership, and Community-Centered Pedagogy in the Early Asian American Movement

Collective leadership for VUCA: From theoretical exploratory study to knowledge creation

Collective leadership for <scp>VUCA</scp>: From theoretical exploratory study to knowledge creation

Collective response capacity: Developing crisis leadership in organisations

AbstractHow can crisis leadership be developed before an organisational crisis occurs? This article addresses this important question by reviewing three individual‐level leadership perspectives (leader personality traits, leadership styles, and functional leadership) and three organisational level perspectives (leadership as contextual, leadership as collective, and leadership as dynamic), on how to develop crisis leadership with regard to recruitment, selection, and training. While crisis leadership is often perceived as something individual “leaders are born with” or as a variant of general leadership abilities, such an understanding leaves much to chance in terms of who will be effective leaders in a crisis, as well as the development of leadership capacity in organisations before a crisis actually occurs. This passive approach not only contradicts research on what constitutes effective crisis leadership but also is perceived to be unethical in terms of the potential consequences ineffective leadership can have in a crisis. This article provides an integrative overview of current and hitherto dispersed crisis leadership development research, showing how recruitment, selection and training to achieve collective crisis leadership capacity encompasses switching between organisational and individual level perspectives. We suggest implications for theory and future research as well as for practitioners responsible for developing crisis leadership in organisations.

Peran Tokoh Masyarakat dalam Pelestarian Kearifan Lokal Pasca Ketiadaan Kepala Adat di Desa Adat Cireundeu Cimahi

Establishing a cultural community becomes a valuable asset capable of supporting the dissemination of cultural values. The community in Kampung Adat Cireundeu Village, Cimahi City has long upheld traditional values. This research aims to explain how the Cireundeu community can preserve and maintain its culture despite the absence of an official adat leader. Using a qualitative method with a case study approach, data collection techniques were derived from interviews, observations, and documentation studies. This research found that the Cireundeu community successfully overcame this challenge through collective leadership mechanisms and the use of modern technology. Community figures, including elders and the deputy adat leader, play a crucial role in preserving customs and traditions through the effective distribution of responsibilities and active involvement in various customary activities. Despite facing some obstacles, such as uncertainty in decision-making and suboptimal coordination, the Cireundeu community has adopted adaptive strategies that allow them to maintain cultural preservation and ensure their social continuity. This research demonstrates that even without an Indigenous leader, community strength, local figures, and local innovation can support cultural preservation in sustaining the Indigenous community.

Exploring Liminal and Dominant Spaces in Interdisciplinary Programs: Fostering Communitas through Relationship‐Focused Practices and Collective Leadership

The current article examines interdisciplinary programs in higher education through the lenses of collective leadership, liminal spaces, and communitas. Interdisciplinary programs often exist in transitional, in‐between spaces within academic institutions, challenging traditional hierarchical and disciplinary structures. The current article explores how these liminal spaces can be leveraged to foster collective leadership and a sense of communitas, shared community, and identity among program members. Using Kansas State University as a case study, the article highlights the importance of sociomateriality in constructing leadership and practices such as coaching, mentoring, and advising that can support communitas and collective leadership in interdisciplinary contexts. The article suggests that relationship‐focused practices are key to navigating and transforming hierarchical pressures in academic environments, ultimately advocating for a more inclusive and collaborative approach to leadership in higher education.

Exploring the Sequential Relationship of a Leader’s Collective Leadership Style and the Team’s Shared Leadership: The Moderating Role of Gender

In this study, we explore the relationship between a team’s shared leadership and a formal leader’s collective leadership style, and their joint impact on team performance. We draw upon identity theory to examine how shared leadership in the team influences formal leaders’ leadership identity claims. We also examine how a formal leader’s use of a collective leadership style facilitates the claiming and granting of leadership identities by other team members. We also draw on role congruity theory and the social categorization perspective to examine the moderating role of gender, a critical component of identity. Our findings suggest that there is a mutual relationship between the formal leader’s collective leadership style and the team’s shared leadership, and that they jointly influence team performance, but these effects are contingent on the formal leader’s gender and the gender composition of the team. This study addresses several calls in the leadership field for examining the more nuanced ways shared leadership and the actions of a formal leader may influence each other, as well as the contextual conditions in which shared leadership is enacted.

Exploring the scientific evolution of collective leadership: a bibliometric analysis from Scopus database

PurposeThis study aims to review the last 50 years of academic research on collective leadership (CL) and how far it has progressed by using the Scopus database and the science mapping technique of bibliometric analysis.Design/methodology/approachThis study has analysed 417 publications from the Scopus database on collective leadership from 1967 to 2023. Data were analysed using MS Excel and VOSviewer.FindingsThere has been research from different parts of the world on the various aspects of collective leadership. In recent years, collective leadership research has gained momentum. However, collective leadership is still at a nascent level when it comes to the applicability of the concepts. So far, the research on collective leadership has relied on themes such as shared leadership and distributed leadership, how collective leadership differs from other similar-looking leadership styles such as transformational leadership, and how this influences followers’ outcomes such as team effectiveness, achievements, relations, commitment, etc. Most of the research so far has been done in the United States of America, the UK and the Australian context. There exists a huge gap for studying collective leadership in African, Middle Eastern and Asian contexts.Research limitations/implicationsCollective leadership research trends may be addressed to enable academics and practitioners to better understand current and future trends and research directions. Future studies in this field might use the findings as a starting point to highlight the nature of the topic.Originality/valueBibliometric techniques provide a far more comprehensive and reliable picture of the field. This article has the potential to serve as a one-stop resource for researchers and practitioners seeking information that can aid in transdisciplinary endeavours by leading them to recognized, peer-reviewed papers, journals and networks.

Medical consultants’ experience of collective leadership in complexity: a qualitative interview study

PurposeThe aim of this study was to explore and understand the leadership experiences of medical consultants prior to a major hospital move. Health and care is becoming increasingly complex and there is no greater challenge than the move to a new hospital. Effective leadership has been identified as being essential for successful transition. However, there is very little evidence of how medical consultants experience effective leadership.Design/methodology/approachA qualitative methodology was utilized with one-to-one semi-structured interviews conducted with ten medical consultants. These were transcribed verbatim and analyzed using inductive thematic analysis. The research complied with the consolidated criteria for reporting qualitative research (COREQ).FindingsFour themes were found to influence medical consultants’ experience of leadership: collaboration, patient centredness, governance and knowledge mobilization. Various factors were identified that negatively influenced their leadership effectiveness. The findings suggest that there are a number of factors that influence complexity leadership effectiveness. Addressing these areas may enhance leadership effectiveness and the experience of leadership in medical consultants.Research limitations/implicationsThis study provides a rich exploration of medical consultants’ experience of collective leadership prior to a transition to a new hospital and provides new understandings of the way collective leadership is experienced in the lead up to a major transition and makes recommendations for future leadership research and practice.Practical implicationsThe findings suggest that there are a number of factors that influence complexity leadership effectiveness. Addressing these areas may enhance leadership effectiveness and the experience of leadership in medical consultants.Social implicationsClinical leadership is associated with better outcomes for patients therefore any interventions that enhance leadership capability will improve outcomes for patients and therefore benefit society.Originality/valueThis is the first research to explore medical consultants’ experience of collective leadership prior to a transition to a new hospital.

Collective Leadership - A Sociomaterial Perspective

Collective Leadership - A Sociomaterial Perspective

The Role of Focal Leaders in Collective Leadership Behavior: A Historiometric Analysis of Socialized and Personalized Leaders

The increasing adoption of collectivistic leadership approaches in organizations has sparked a growing interest in understanding factors influencing their emergence and effectiveness. In their collective leadership framework, Friedrich and colleagues (2009) underscore the pivotal role of focal leaders in sharing aspects of the leadership role and facilitating conditions for the emergence of informal leadership. Despite the imperative of power sharing in this process, no study to date has explored the relationship between power orientation and collective leadership behaviors. To address this gap, we conducted a historiometric leader analysis to compare collective leadership behavior between focal leaders with socialized and personalized orientations. Furthermore, there is a pressing need for additional empirical work investigating the relationships between collective leadership behaviors and outcomes, especially among leaders with different power orientations. Consequently, we conducted a series of correlations for each leader type to gain insight into these relationships. Our results indicate that personalized leaders exhibit less engagement in collective leadership behaviors compared to socialized leaders, and these behaviors successfully discriminate between the two power orientations. Additionally, we observed that personalized leaders who demonstrated greater engagement in collective leadership behaviors achieved more positive and fewer negative outcomes. Implications of these findings are discussed.

Collaborative Governance in Accelerating Stunting Reduction through Corporate Social Responsibility

This research aims to explore collaborative governance in accelerating the reduction of stunting through Corporate Social Responsibility (CSR) programs in Warakas Village, North Jakarta. The Ketapang Kuning program, a CSR initiative, successfully reduced the stunting rate from 19.3% to 12% in 2022. This study employs a qualitative approach with data collection techniques that include field studies and literature reviews. The results indicate that collaboration between the private sector, government, and community is crucial in addressing stunting issues. Key factors supporting the success of this program include power-resource-knowledge asymmetries such as knowledge, managerial capabilities, and financial resources from the business sector, as well as incentives to participate in the form of internal and external motivations like rewards, and collective facilitative leadership and transparency. The discussion of this research emphasizes the importance of corporate social responsibility (CSR) in reducing stunting and how effective collaboration between various parties can produce significant impacts. The collaboration between the government and the private sector, as demonstrated by PT. PLN IP Priok PGU, serves as a concrete example of how human resources and available funds can be optimally utilized to achieve common goals in stunting reduction.

‘Intersectional collaboration’: a new form of leadership from the WomenEd movement

ABSTRACT This paper takes an interest in tackling inequalities in school communities and considers how networks of change agents can work together to enact change. To do so, an ethnographic study is conducted examining WomenEd, a charity and grassroots movement of aspiring and existing women leaders in education. Building upon the perspective of collective leadership as a social process, the ‘social-symbolic work’ perspective is applied to analyse the activities of the movement. By drawing upon observations and interviews conducted over a three-year period, this paper offers detailed depictions of the motivations, practices, and effects of the social-symbolic work of WomenEd. The study observes a form of collective leadership underpinned by valuing difference, which enables participants to respond to oppressive school conditions and achieve shifts in autonomy and agential institutional influence. The study thus advances understanding of collective power, or ‘power with’, and the practical activities which can affect change, ‘power work’. Building upon Crenshaw's concept of intersectionality, we term the WomenEd practices ‘intersectional collaboration’, a novel form of collective leadership for social change. The study highlights the significance of inclusion and intersectionality in theorising ‘collectivity’, which has implications for understanding collective leadership and social change.

Kepemimpinan kolektif dalam pengembangan budaya organisasi: literature review study

Leadership in a more specific scope becomes a valuable capital in managing the organization. The research method used is a Systematic Literature review. Based on the results of article collection on the classification of sources, themes, and years of publication of articles, 35 articles were obtained that met the article classification. The results show that collective leadership is a collaborative and mutually beneficial leadership process, which allows all elements of an institution to take part in building a certainty that accommodates common goals. Leadership collectivity is the behavior and nature of leaders who involve all staff, to be able to form an organizational culture to be able to work by their respective authorities and duties through a mutually arranged organizational culture, as well as collaborate and be responsible with a collective leadership structure.

Making sense of collective leadership in English teacher associations: insights from Thailand TESOL’s committees

ABSTRACT Language teacher associations (LTAs) serve as a platform for the personal and professional learning of language teachers. This study uses Q methodology to explore how involvement in Thailand TESOL promotes collective leadership among its committee members. Twenty current and former members participated in a card-sorting task, and six of them were further interviewed. A by-person factor analysis categorised participants into three groups based on their shared perspectives on collective leadership. Thailand TESOL provides its committee members with various forms of collective leadership, such as collaborative efforts to contribute to English education, inclusive leadership practices and shared purposes. The evolving educational landscape requires members to practice collective leadership and adaptability, encouraging a culture of continuous professional learning and innovation within and beyond the association. The findings not only illuminate distinct aspects of collective leadership promoted by the association but also contribute to LTA research, particularly concerning members’ personal and professional learning.