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Leading communities: capabilities and cultures

Leading communities: capabilities and cultures The concept of community leadership is examined, using a model with four arenas of leadership. Little attention has been paid to the capabilities which managers (as well as councillors and staff) need to perform effectively in this new leadership role. The paper is based on a case study of a highly innovative council. The paper examines three issues: the capabilities required for community leadership in terms of working with communities, in terms of working in partnerships, and the management development programme to support cultural change. The research shows that service delivery in the context of community leadership is increasingly complex, varied and outwardly focused. New skills include responding as well as directing, using lateral as well as vertical skills, having an impact on other organizations, not just one's own. These have major implications for hierarchical organizations and professionally-driven services. The development of a community leadership focus also contains tensions for the management of performance and motivation. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

Leading communities: capabilities and cultures

Leadership & Organization Development Journal , Volume 23 (8): 11 – Dec 1, 2002

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References (35)

Publisher
Emerald Publishing
Copyright
Copyright © 2002 MCB UP Ltd. All rights reserved.
ISSN
0143-7739
DOI
10.1108/01437730210449311
Publisher site
See Article on Publisher Site

Abstract

The concept of community leadership is examined, using a model with four arenas of leadership. Little attention has been paid to the capabilities which managers (as well as councillors and staff) need to perform effectively in this new leadership role. The paper is based on a case study of a highly innovative council. The paper examines three issues: the capabilities required for community leadership in terms of working with communities, in terms of working in partnerships, and the management development programme to support cultural change. The research shows that service delivery in the context of community leadership is increasingly complex, varied and outwardly focused. New skills include responding as well as directing, using lateral as well as vertical skills, having an impact on other organizations, not just one's own. These have major implications for hierarchical organizations and professionally-driven services. The development of a community leadership focus also contains tensions for the management of performance and motivation.

Journal

Leadership & Organization Development JournalEmerald Publishing

Published: Dec 1, 2002

Keywords: Leadership; Skills; National cultures

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