Effecting Collective Impact Through Collective Leadership on a Foundation of Generative Relationships

2020 ◽  
pp. 361-386 ◽  
Author(s):  
Marissa J. Levine
Keyword(s):  
Collective Impact ◽  
Collective Leadership

Locating and building collective leadership and impact

Leadership ◽  
2015 ◽  
Vol 13 (4) ◽  
pp. 445-471 ◽  
Author(s):  
Kathryn S Quick
Keyword(s):  
Longitudinal Analysis ◽  
Environmental Stewardship ◽  
Collective Impact ◽  
Collective Leadership ◽  
Grand Rapids ◽  
Integrative Leadership ◽  
Ethnographic Analysis

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.

Collectivistic Leadership in Context: An Examination of How and When Collective Charismatic Leadership Relates to Unit Functioning

2021 ◽  
pp. 154805182098653
Author(s):  
Jonathan C. Ziegert ◽  
David M. Mayer ◽  
Ronald F. Piccolo ◽  
Katrina A. Graham
Keyword(s):  
Social Inclusion ◽  
Task Complexity ◽  
Contextual Factors ◽  
Negative Relationship ◽  
Field Studies ◽  
Charismatic Leadership ◽  
Interactive Effects ◽  
Collective Leadership ◽  
Contingency Perspective ◽  
The Impact

This research explores the nature of collective leadership by examining the boundary conditions of how and when it relates to unit functioning. Building from a contingency perspective that considers the impact of contextual factors, we propose that collective charismatic leadership will be associated with lowered unit conflict, and this relationship will be strengthened by the contingency elements of individual charismatic leadership, task complexity, and social inclusion. Furthermore, we propose that the interactions of collective charismatic leadership with these contextual factors will relate to performance and satisfaction through conflict. We examine our hypotheses across two unit-level field studies, and the results illustrated that high levels of these contextual factors enhanced the negative relationship between collective charismatic leadership and conflict, which generally mediated the relationships between these interactive effects and performance and satisfaction. The results also highlight the detrimental aspects of collective leadership and how it can relate to reduced unit functioning when it is not aligned with an appropriate context. Overall, these findings begin to provide a more complete picture of collective leadership from a contingency perspective through a greater understanding of when and how it is related to unit functioning.

scholarly journals The Incidence of Social Responsibility in the Adoption of Business Practices

2021 ◽  
Vol 13 (5) ◽  
pp. 2794 ◽  
Author(s):  
Felipe Arenas-Torres ◽  
Miguel Bustamante-Ubilla ◽  
Roberto Campos-Troncoso
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Correlation Coefficient ◽  
Collective Impact ◽  
Business Practices ◽  
Socially Relevant ◽  
Corporate Social

Corporate social responsibility (CSR) policies are evidenced by adopting socially relevant business practices for people, communities, companies, and related institutions. Based on this conception, the present work determines the incidence of ethics and CSR on practices regarding diversity, environment, and community of Chilean companies. The method, applied to a sample of 3179 Chilean companies, was descriptive and correlational. Results demonstrate an incipient level of standardization in the adoption of social responsibility practices. The dimension regarding diversity presented a higher cumulative correlation coefficient, which could lead to a change in CSR practices. It is concluded that the collective impact of the ethics and CSR policies was positive and significant in the adoption of practices related to diversity, environment, and community.

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