Why is collective leadership so elusive?

Edwards, Gareth; Bolden, Richard

doi:10.1177/17427150221128357

Cited by 14 publications

(6 citation statements)

References 76 publications

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“…While there is no playbook for leadership in a pandemic, positive and collective leadership that is ‘authentic, aware, adaptive, flexible, as well as trusted, engaged and compassionate’ is crucial (Anjara et al 2021 ; Hill et al 2020 ). Collective leadership is displayed by joint participation in decision-making by all team members who complete tasks that were reserved for a hierarchical leader (Anjara et al 2021 ; Edwards & Bolden 2023 ).…”

Section: Resultsmentioning

confidence: 99%

Lived experiences of South African rehabilitation practitioners during coronavirus disease 2019

Balton,

Pillay,

Armien

et al. 2024

African Journal of Disability

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Background: In South Africa, the sharp rise in people with severe illness because of coronavirus disease 2019 (COVID-19) in early 2020, meant that health systems needed to adapt services and operations, including rehabilitation services. Important insights into the lived experiences of rehabilitation personnel enacting these adaptations in an African context are limited.Objectives: The aim of this study was to explore the lived experiences of rehabilitation practitioners working in the public sector in South Africa during the COVID-19 pandemic.Method: A phenomenological approach and a duo-ethnographic design were used. A recruitment letter was circulated requesting volunteers. Maximum variation sampling was used to select the 12 participants of this study. Data were collected through interviews via Zoom, and critical conversations were facilitated by a non-rehabilitation partner who is known for challenging health inequities. The interviews were audio-recorded and transcribed verbatim. Data were analysed through elements of qualitative content and thematic analysis. Data were coded, categorised, clustered into concepts and formulated into themes.Results: Three themes were identified: (1) ‘Management became the enemy’, (2) ‘Tired of being resilient’ and (3) ‘Think out of the box…think on our feet’.Conclusion: The results of this study highlighted new ways of practice, innovative adaptations, and usage of resources and platforms.Contribution: This study highlights the re-imagining of accessible rehabilitation services that could lead to deeper onto-epistemological shifts amongst the rehabilitation practitioners.

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Section: Resultsmentioning

confidence: 99%

Lived experiences of South African rehabilitation practitioners during coronavirus disease 2019

Balton,

Pillay,

Armien

et al. 2024

African Journal of Disability

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“…Many participants led local research teams and their descriptions of leadership aligned with elements of collective leadership (Finding 5) that were described in the literature (Denis et al, 2017;Edwards and Bolden, 2022). Participants generally described leadership as a group effort and through leadership, changed processes and policies for improved health outcomes.…”

Section: Discussionmentioning

confidence: 99%

International collaborative research, systems leadership and education: reflections from academic biomedical researchers in Africa

Rose,

Bello-Manga,

Boafor

et al. 2024

Front. Educ.

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ScopeAcademic biomedical researchers and educators in African countries navigate complex local, national, and international systems to conduct grant-funded research. To secure funding, collaboration with researchers from high-income countries is often necessary. Existing literature highlights that these global health initiatives are commonly fraught with unequal power dynamics and lead by the foreign partners. Despite these inequalities, African faculty can benefit from these collaborations, fostering the development of their labs and careers. This study delves into reflections on lived experiences from academic biomedical researchers in Africa to better understand the impact of foreign collaborations.MethodsWe designed a qualitative study using the Interpretative Phenomenological Analysis (IPA) method and used Self-determination and Complex Systems Leadership theories to frame this study. Ten academic biomedical researchers in Africa consented to join this study. The participants submitted a four-week series of reflective journals through an online data management platform. Subsequently, IPA methods were employed to analyze the collected journals.ResultsParticipants’ reflections yielded six thematic key findings, encompassing their experiences in international collaborative research. The findings included: foreign dominance within the international macrosystem; resource challenges in their local microsystems; mesosystem dependency from collaborations; scholarly identity within research relationships; collaborative leadership; and the impact of the foreign perspective. From these findings, three implications were drawn suggesting that participants were (1) motivated by scholarly identity found in collaborations; (2) depended on collaborations that were colonialist but beneficial; and (3) created change through leadership at the microsystem level.ImplicationsForeign collaborators and funders in global health education and research should critically consider how implications of this study relate to their collaborative work. Based on our analysis, recommendations for foreign collaborators and funders include prioritizing local leadership and perspectives in education initiatives and research grants; reviewing and leveraging collective leadership; engaging in bidirectional training, and mentoring opportunities; participating in power assessments; and removing publication barriers for researchers in Africa (and low-and middle-income countries). Insights from this study could impact global health research and education in multiple ways including new initiatives in mentorship and training in international collaborations along with increased awareness and correction of colonialism within these collaborations.

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“…What are the strengths and limitations of person-centric leadership such as the Daoist approach, as compared with collective leadership? (for a good discussion on collective leadership, see Edwards and Bolden, 2022).…”

Section: A Literature Review Of Daoist Leadershipmentioning

confidence: 99%

A Daoist understanding of mindful leadership

Tan

2023

Leadership

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This article seeks to contribute to the discourse on mindful leadership by drawing on Daoist philosophy as recorded in the Daodejing (Book on the Way and Virtue). Without a clear articulation of its normative underpinnings, mindful leadership can be easily exploited by leaders for immoral agendas and outcomes. The existing literature describes Daoist leadership as antithetical to autocratic leadership, and is unimposing and ethical. Giving additional insights to the construct of Daoist leadership, this essay argues that a Daoist leader exemplifies dao (Way-making) and wuwei (noncoercive action). Way-making is about influencing followers towards a common goal through the leader’s de (virtue). In addition, a Daoist leader promotes wuwei by enacting non-interfering, inspiring, liberating and nurturing management practices. Daoist principles provide an ethical foundation of mindful leadership by replacing McMindfulness with attentiveness to moral virtues. By foregrounding the centrality of ethics in leadership, this study seeks to open a line of inquiry and raise thought-provoking questions on the normative basis of mindful leadership.

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Why is collective leadership so elusive?

Cited by 14 publications

References 76 publications

Lived experiences of South African rehabilitation practitioners during coronavirus disease 2019

Lived experiences of South African rehabilitation practitioners during coronavirus disease 2019

International collaborative research, systems leadership and education: reflections from academic biomedical researchers in Africa

A Daoist understanding of mindful leadership

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