Leadership as Interpreneurship: A Disability Nonprofit Atlantic Canadian Profile

Abstract

The entrenchment of the neoliberal state and rise of populist leaders has marginalized the role of voluntary organizations in society. This presents significant challenges for nonprofit leaders in economically challenged areas as it erodes their ability to protect and serve vulnerable populations. Attention turns to maintaining hard fought gains at the expense of making progress. Yet doing so requires new skills and leadership styles to manage organizational change where innovation and transformation are key. Based on 42 qualitative interviews with disability nonprofit leaders in Atlantic Canada, our study aims to characterize this transformation. Using Szerb’s (2003) key attributes of entrepreneurship that distinguish between entre-, intra-, and <em>inter</em>preneurs, we find disability leaders have become <em>inter</em>preneurs. We find a strong emphasis on networked service delivery underscoring shared goals, risks and responsibilities, and resources. For disability leaders, cultivating relationships and strong communication skills are essential. In the face of populist desires for state retrenchment, we question how long this collective response can hold given ongoing economic challenges.

Creative Leadership in Entrepreneuring People With Special Abilities

“…The existence of a figure village chief with a creative leadership pattern, intense assistance in training, and transforming knowledge and skills were expected to empower the PwSAs [29] and reduce their economic dependency [64]. The chief village conducts skills training and entrepreneurship education intensively and wholeheartedly.…”

Kreativitas, Inovasi, dan Interpreneurship dalam Pedagogi Kritis: Sebuah Telaah Kepustakaan

“…Interpreneurship adalah spirit kewirausahaan yang dilandasi semangat kolaborasi antarorganisasi dengan menjadikan inovasi dan transformasi berdasarkan warisan kultural dan modal sosial organisasi sebagai pijakan utama. Interpreneurship merupakan mekanisme perjuangan kelompok marginal untuk bertahan dan melakukan perubahan sosial ketika pemerintah dikendalikan oleh pemimpin populis dalam sistem neoliberal (Levesque, 2020). Pemimpin populis adalah model kepemimpinan yang di dalamnya pengambilan keputusan sepenuhnya didasarkan pada suara publik.…”

Risk and Opportunity—The Leadership Challenge in a World of Uncertainty—Learnings from Research into the Implementation of the Australian National Disability Insurance Scheme

“…These have been developed primarily on for-profit organisations in the leadership theory domain (Osula and Ng 2014). Additionally, leadership in the for-profit sector has traditionally been the basis for understanding leadership in the non-profit sector (Levesque 2020).…”

“…Finally, more recently, the multidirectional management (Levesque 2020) required in non-profits is very different to for-profit leaders, with CEOs managing up to boards, managing down to staff and clients, and out to stakeholders, including government agencies, donors, community, and with other non-profits collaboratively, often in advocacy roles. Pertinent to the research reported herein is Levesque's (2020) suggestion that leaders in the disability service sector must develop more creative and innovative programs to respond to client needs. This level of creativity must result from refocusing the capabilities within these organisations to compete effectively in a more open marketplace, enabling non-profit service providers the ability to effectively position themselves in a competitive environment.…”