The Journey of a social leader: leading and transforming organisations for social impact

Anna Krzeminska, Andreas Heinecke, Christian Koch

Research output: Chapter in Book/Report/Conference proceedingChapterpeer-review

Abstract

This chapter explores the implications of the general challenges and transformation in the social sector for its leadership. It examines conceptually linking leadership challenges to different stages in the lifecycle of social organisations, distinguishing between social start-ups and established Non-profit institutions. The chapter relates leadership tasks to the process of organisational development as it is described in two popular models: The first is indicated in the Open Book of Social Innovation and differentiates between six steps from the initial idea to systemic change. The second model is based on the research of Friedrich Glasl and Bernard Lievegoed, who differentiate between four stages of the organisational lifecycle, i.e., the phases of pioneering, differentiation, integration, and association. Before the pioneering phase actually starts one person has to take the lead to formulate a social cause and be convinced about the solution approach. The journey of a social leader has lots of trade-offs.
Original languageEnglish
Title of host publicationTransformational leadership for not for profits and social enterprises
EditorsKenneth Wiltshire, Aastha Malhotra, Micheal Axelsen
Place of PublicationNew York, NY
PublisherRoutledge, Taylor and Francis Group
Chapter3
Pages34-43
Number of pages10
ISBN (Electronic)9781315468570
ISBN (Print)9781138204829
DOIs
Publication statusPublished - 2018
Externally publishedYes

Publication series

NameRoutledge studies in the management of voluntary and non-profit organizations
PublisherRoutledge

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