Locating and building collective leadership and impact

Bibliographic Data

ID12883221
AuthorsKathy Quick (0000-0003-0574-2866, University of Minnesota, corresponding author)
Year2015
Volume13
Issue4
Pages445-471
Publication date2015-09-15
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueLeadership (JOURNAL)
Journal identifiersISSN: 1742-7150 • E-ISSN: 1742-7169
PublisherSAGE Publishing (PUBLISHER • US)
DOI10.1177/1742715015605348
OpenAlexW2336178059
LanguageEN
Citations received20
References cited43

This paper analyzes how collective leadership develops from more individualistic leadership through ethnographic analysis of the rise of urban environmental stewardship in Grand Rapids, Michigan. Longitudinal analysis of a 30-year period reveals how leadership shifted from being highly individualistic, to become more pluralistic, and ultimately more collective. I demonstrate how specifying the location of leadership action in the case addresses ambiguity regarding the definitions of and distinctions among collective, plural, and integrative leadership. I identify two processes that helped to relocate leadership from more individualistic to increasingly collective, emergent spaces, namely fueling a public imaginary and organizing inclusively. These processes were central to connecting and mutually advancing collective leadership and collective impact

Ambiguity · Collaborative leadership · Collective action · Collective leadership · Ethnography · Individualism · Plural · Political science · Politics · Public relations · Shared leadership · Sociology · Stewardship (theology · Transactional leadership · Transformational leadership · Community Health and Development · Law · Management and Organizational Studies · Public Policy and Administration Research