Shared Leadership Session: Alliance for Nonprofit Management

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Leadership Learning Community

Shared Leadership Why it Matters &How to Help Nonprofits Get ThereAlliance for Nonprofit Management Conference 2010

Session Leadership Team Judy Freiwirth, Psy. D. Principal,Nonprofit Solutions Associates, Alliance Board Member Dahnesh Medora The Nonprofit Association of Oregon Deborah Meehan The Leadership Learning Community

-- Connected: The Surprising Power of Our Social Networks and How They Shape Our Lives by Nicholas Christakis and James Fowler

From Individual Leaders to Shared Leadership

What is Shared Leadership? Shared leadership in an organizational context refers the ways in which authority, responsibility, and accountability are more broadly distributed and supported with structures, communication strategies and processes that create opportunities for fuller participation in the leadership of the organization by more of its staff.

Leadership opportunity throughout the organization

More invested accountable team that is producing more

Shared burden and more fun!,[object Object]

Example #2 National Educational/Advocacy Organization

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Session Description Nonprofit leaders working to promote a more democratic and just society are grappling with how to adapt legacy organizations founded in an “analog” era to new realities shaped by the power of networks and technology. Concurrently, a growing number of grantmakers seek to support the leaders and organizations navigating these shifts – which can require funding new approaches to the work. This interactive session will explore concrete examples of how pioneering social justice leaders have embraced technology and new forms of collaboration (like engaging unlikely allies) to advance immigration and criminal justice reform. We will also explore the role of the funder in supporting this leadership journey, and implications for others seeking to advance equity and inclusion. The panel will include a range of perspectives from a funder, Daniel Lee, Executive Director, Levi Strauss Foundation; a next-generation civil rights leader, Vincent Pan, Executive Director, Chinese for Affirmative Action; Lateefah Simon, program director, Rosenberg Foundation and social impact expert, Heather McLeod Grant. In addition to their roles, the speakers are also diverse in terms of race, sexual orientation, gender, and experience. http://leadershiplearning.org/blog/miriam-persley/2015-03-09/upcoming-webinar-pioneers-social-justice-bolstering-leaders-organizat

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Running Head: Leadership Responsibility –Preparing Self 1 Leadership Responsibility –Preparing Self 2 Leadership Responsibility- Preparing Self James Smith MBA 6026 Unit 4 Assignment 1 5/8/2016 Leadership Responsibility- Preparing Self Accepting responsibility is actually a measure standard of one’s self-worth, security level and also indicate the true sign of courage and strength of taking charge of one’s actions. Possessing this ability can inspire an individual to grow in ways which would create good rewards and even achievements in one’s life and it is also a sign of maturity and personal growth and not a show of weakness (Kramer, 2005).Considering responsibility earns one respect having in mind that human beings can never be faultless all the times and therefore are prone to making mistakes which creates way for an appropriate ground for considering leadership via making improvements on the regions of weakness. Lack of the ability to take responsibility for behaviours and actions in our everyday lives is triggered by the sense of insecurity of surrendering to being powerless, weak, or exposes them to a possibility of losing the respect they had gained from others therefore, leading to a lost sense of dignity and value (Kramer, 2005). A person who takes personal responsibility garners greater respect for owning up and is thus likely to perform much better in facilitating the accomplishment of the set goals and success in life. As a way of taking responsibility, one must learn not to blame others for the decisions they make for themselves and they also need to understand that making a mistake is a normal incident and should be treated as an opportunity for betterment. One should instead seek on ways of improving on the self-esteem and avoid the pretending to be what you are not but reasonably build your confidence in the abilities you possess. Developing self-centeredness by offering yourself in service to others is another key step forward to ensuring a good preparation for self (Andriessen & Drenth, 1998). Architectural development in leadership is a key perspective in improving corporate leadership capacity which identifies the level of the competence and can be portrayed as an extensive system approach to substantial investment in time, money as well as energy in developing potential leaders (Rosen, 2000). Several initiatives to leadership development do not indicate good and required results because of the approach of observing at leadership development too narrowly and also failures to exhibit thorough development priorities to leadership. There are many ways that can be implemented to improve on the skills for global leadership encompassing taking initiative of indulging into projects which are external to your job description (Rosen, 2000). Thiscan assist in progressing into a leadership responsibility in the workplace. To become a good and productive leader, one should basically be ...

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MODULE 1COMMUNICATION IS BUSINESS WEEK 1LEADERSHIP, COMMUNICATION AND MANAGEMENT Key Topics we will cover this week are: •Introducing definitions of the elements of leadership, management and communication •Developing a framework for the interrelationships between leadership communication and organisational communication, and discuss the framing of the role of the communication practitioner within the organisational structure •By the end of Week 1 you should be able to discuss and identify leadership and management communication styles within your workplace or work experiences in the context of a study of Business Communication. REQUIRED READING Each week the readings from the set text (Dwyer, J 2016, Communication for Business and the Professions, Strategies and Skills, 6th edition) are listed as ‘textbook’: Textbook: Chapter 1, Communication Foundations, pp 2-4. Textbook: Chapter 8, Leadership, pp 185-203. RECOMMENDED READING The following reading has been electronically supplied in the Readings on the unit site: Penrose, J M 1993, Advanced Business Communication, 2nd edition. Belmont, Caliph, Wadsworth Pub Co. Chapter 1, pp 4–15. Independent Learning Task 1 Complete this sentence: Leadership is ….......................................? Post your response on the Week 1 Discussion Board. Read other students definitions and respond to them whilst also responding’ to comments made about your own definition. Truly, there is no absolutely right or absolutely wrong answer, but the sharing of ideas in itself brings knowledge. Remember to include at least one research source in each post and a Reference List. The Discussion Board is available for a three-week period – make sure you post in the Week 1 DB before midnight on Sunday of Week 3. ABOUT INDEPENDENT LEARNING TASKS The Independent learning tasks are peer-learning activities and while your Tutor will give weekly feedback, it will be general in its nature and not specific to individual students. The idea of these tasks is to give students an opportunity to practice some elements of analysis or to delve more deeply into some aspect of theory that will help you develop a deeper understanding of the Unit content. It may also help you respond to your assignment tasks. The more you get involved with your peers, the better your collective and individual understanding is likely to be. Part of your mark will be based on your own responses and your responses to other students. These Independent learning tasks represent an important part of Assessment 1. To access all the information on Assessment 1, go to your Unit Outline. INTRODUCTION Communication is part of all human activity. We all communicate all the time. It is so all-encompassing that it defies definition. A respected scholar recently observed in the pages of this Journal that “considering that communication is one of the oldest human activities, it is somewhat astonishing that no general ...

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Servant, authentic and ethical leadership are models which have been successful not only in different types of organizations, but also in different cultures and in different countries. Using the overview of global leadership provided in this week’s lecture and readings, do you believe this to be a valid statement? In other words, are these leadership theories effective global leadership models? Why or why not? Support your position with global examples and appropriate references. Week Six Lecture Global Leadership One of the most rapidly increasing sources of diversity in organizations is globalization, which means hiring employees in many different countries. Due to globalization, organizations are confronting diversity issues more than ever before. To handle the challenges of global diversity, leaders can develop cross-cultural understandings and build networks. Consider how behavior is perceived from culture to culture. All leaders need to be aware of the impact a culture and its values have on their dealings with employees. Valuing diversity and enabling all individuals to develop unique talents is difficult to achieve. People of different national origins, races, and religions make up our increasingly global economy. Leaders can create change in organizations that will help the organization remain competitive and viable. Dimensions of diversity are both primary (age, gender, and race) and secondary (education, marital status, and religion). There are several reasons why organizations are recognizing the need to value and support diversity, including the following: it helps organizations build better relationships with diverse customers; it helps develop employee potential; and it provides a broader and deeper base of experience or creativity in problem-solving, which is essential to the development of learning organizations. Leaders must be aware of the impact culture may have and consider cultural differences in their dealings with followers. Strong, culturally sensitive leadership is the only way organizations can adopt an awareness of diversity. Reflecting on Leadership There are many different theories of leadership, and the similarities and differences cannot be understood without exploring their applications to organizations. Many theories are similar to the historical trait or behavior theories and define unique capacities or competencies. Understanding the characteristics and underlying framework of these theories enables leaders to define their own leadership theories based on their world views. Developing a personal theory of leadership requires an understanding of the components of each theory, as well as knowledge of how those components are related or how they may conflict. Leadership research often uses capacity-based instruments that measure a particular leadership approach or style. Conclusion The theories of leadership and research in leadership from the past have evolved into the many c ...

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Shared Leadership Session: Alliance for Nonprofit Management

1. Shared Leadership Why it Matters &How to Help Nonprofits Get ThereAlliance for Nonprofit Management Conference 2010

2. Session Leadership Team Judy Freiwirth, Psy. D. Principal,Nonprofit Solutions Associates, Alliance Board Member Dahnesh Medora The Nonprofit Association of Oregon Deborah Meehan The Leadership Learning Community

4. Share concrete cases

5. Build connections

7. Changes in Leadership Thinking

8. -- Connected: The Surprising Power of Our Social Networks and How They Shape Our Lives by Nicholas Christakis and James Fowler

9. From Individual Leaders to Shared Leadership

10. From Hierarchy to Connectedness

11. From Silos to Collaboration…

12. What is Shared Leadership? Shared leadership in an organizational context refers the ways in which authority, responsibility, and accountability are more broadly distributed and supported with structures, communication strategies and processes that create opportunities for fuller participation in the leadership of the organization by more of its staff.

13.

14. Aligning values & structures

15. Creativity & problem solving

16. Leadership opportunity throughout the organization

17. More invested accountable team that is producing more

18.

19. Elements of Shared Leadership

20. What it Looks Like in Practice

21. Example #1

22.

23. Key Features

24.

25. Example #2 National Educational/Advocacy Organization

26.

27. Key Features

28.

29. Example #3

30.

31. Key Features

32.

33. Group Discussion Who has the leadership: What do you think are the additional benefits and challenges? Who makes decisions/Process: What models of decision making do you think will work most effectively in a shared leadership model? Structures: Are there other structures that would work? What would be their benefits and challenges? Communications: What are the primary challenges with communications within a shared leadership structure and what types would be most effective? Culture: In what ways does culture influence the creation and implementation of shared leadership practices? Accountability: What structures and processes would be most effective in setting up mutual accountability within a shared staff leadership model?

34. Additional Resources “Leadership Development and Leadership Change.” Building Movement Project (White Paper), 2009. www.buildingmovement.org Zerezghi, Ruth “ Shared Leadership: “Creating New Models of Management.” Grassroots Fundraising Journal, July- August 2010 . Pages 6-9 Leadership for a New Era. www.leadershipforanewera.org, see collective leadership resources and resources provided by The Data Center Kellogg Leaders for Community Change: A collective leadership tool, http://www.iel.org/pubs/klccframework.pdf

35. Stay Connected! Visit http://bit.ly/CollectiveLeadership

Shared Leadership Session: Alliance for Nonprofit Management

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