Building bridges from the margins: The work of leadership in social change organizations

Research output: Contribution to journalArticle

Abstract

Attention to the relational dimensions of leadership represents a new frontier of leadership research and is an expression of the growing scholarly interest in the conditions that foster collective action within and across boundaries. This article explores the antecedents of collaboration from the perspective of social change organizations engaged in processes of collaborative governance. Using a constructionist lens, the study illuminates the question how do social change leaders secure the connectedness needed for collaborative work to advance their organization's mission? The article draws on data from a national, multi-year, multi-modal qualitative study of social change organizations and their leaders. These organizations represent disenfranchised communities which aspire to influence policy makers and other social actors to change the conditions that affect their members' lives. Narrative analysis of transcripts from in-depth interviews in 38 organizations yielded five leadership practices that foster strong relational bonds either within organizations or across boundaries with others. The article describes how these practices nurture interdependence either by forging new connections, strengthening existing ones, or capitalizing on strong ones.

Original languageEnglish (US)
Pages (from-to)292-307
Number of pages16
JournalLeadership Quarterly
Volume21
Issue number2
DOIs
StatePublished - Apr 2010

Fingerprint

Social Change
social change
Organizations
leadership
leader
social actor
collective behavior
interdependence
Administrative Personnel
Lenses
Margin
governance
narrative
Interviews
interview
community
Research

Keywords

  • Cognitive shift
  • Collaborative governance
  • Constructionism
  • Leadership practices
  • Relational leadership
  • Social change leadership

ASJC Scopus subject areas

  • Business and International Management
  • Organizational Behavior and Human Resource Management
  • Applied Psychology
  • Sociology and Political Science

Cite this

Building bridges from the margins : The work of leadership in social change organizations. / Ospina, Sonia; Foldy, Erica.

In: Leadership Quarterly, Vol. 21, No. 2, 04.2010, p. 292-307.

Research output: Contribution to journalArticle

@article{e9ddcb0587554e78bf0d691832309ff9,
title = "Building bridges from the margins: The work of leadership in social change organizations",
abstract = "Attention to the relational dimensions of leadership represents a new frontier of leadership research and is an expression of the growing scholarly interest in the conditions that foster collective action within and across boundaries. This article explores the antecedents of collaboration from the perspective of social change organizations engaged in processes of collaborative governance. Using a constructionist lens, the study illuminates the question how do social change leaders secure the connectedness needed for collaborative work to advance their organization's mission? The article draws on data from a national, multi-year, multi-modal qualitative study of social change organizations and their leaders. These organizations represent disenfranchised communities which aspire to influence policy makers and other social actors to change the conditions that affect their members' lives. Narrative analysis of transcripts from in-depth interviews in 38 organizations yielded five leadership practices that foster strong relational bonds either within organizations or across boundaries with others. The article describes how these practices nurture interdependence either by forging new connections, strengthening existing ones, or capitalizing on strong ones.",
keywords = "Cognitive shift, Collaborative governance, Constructionism, Leadership practices, Relational leadership, Social change leadership",
author = "Sonia Ospina and Erica Foldy",
year = "2010",
month = "4",
doi = "10.1016/j.leaqua.2010.01.008",
language = "English (US)",
volume = "21",
pages = "292--307",
journal = "Leadership Quarterly",
issn = "1048-9843",
publisher = "Elsevier Inc.",
number = "2",

}

TY - JOUR

T1 - Building bridges from the margins

T2 - The work of leadership in social change organizations

AU - Ospina, Sonia

AU - Foldy, Erica

PY - 2010/4

Y1 - 2010/4

N2 - Attention to the relational dimensions of leadership represents a new frontier of leadership research and is an expression of the growing scholarly interest in the conditions that foster collective action within and across boundaries. This article explores the antecedents of collaboration from the perspective of social change organizations engaged in processes of collaborative governance. Using a constructionist lens, the study illuminates the question how do social change leaders secure the connectedness needed for collaborative work to advance their organization's mission? The article draws on data from a national, multi-year, multi-modal qualitative study of social change organizations and their leaders. These organizations represent disenfranchised communities which aspire to influence policy makers and other social actors to change the conditions that affect their members' lives. Narrative analysis of transcripts from in-depth interviews in 38 organizations yielded five leadership practices that foster strong relational bonds either within organizations or across boundaries with others. The article describes how these practices nurture interdependence either by forging new connections, strengthening existing ones, or capitalizing on strong ones.

AB - Attention to the relational dimensions of leadership represents a new frontier of leadership research and is an expression of the growing scholarly interest in the conditions that foster collective action within and across boundaries. This article explores the antecedents of collaboration from the perspective of social change organizations engaged in processes of collaborative governance. Using a constructionist lens, the study illuminates the question how do social change leaders secure the connectedness needed for collaborative work to advance their organization's mission? The article draws on data from a national, multi-year, multi-modal qualitative study of social change organizations and their leaders. These organizations represent disenfranchised communities which aspire to influence policy makers and other social actors to change the conditions that affect their members' lives. Narrative analysis of transcripts from in-depth interviews in 38 organizations yielded five leadership practices that foster strong relational bonds either within organizations or across boundaries with others. The article describes how these practices nurture interdependence either by forging new connections, strengthening existing ones, or capitalizing on strong ones.

KW - Cognitive shift

KW - Collaborative governance

KW - Constructionism

KW - Leadership practices

KW - Relational leadership

KW - Social change leadership

UR - http://www.scopus.com/inward/record.url?scp=77949569078&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=77949569078&partnerID=8YFLogxK

U2 - 10.1016/j.leaqua.2010.01.008

DO - 10.1016/j.leaqua.2010.01.008

M3 - Article

VL - 21

SP - 292

EP - 307

JO - Leadership Quarterly

JF - Leadership Quarterly

SN - 1048-9843

IS - 2

ER -