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Civil society leadership as learning amidst complexity

Third Sector Review
Volume 21 Issue 2 (Nov 2015)

Abstract: Leadership is possible for everyone, whatever our roles. Yet our implicit assumptions about leadership can limit our engagement as active citizens. This article argues for renovating our discourse about leadership, beyond heroic individuals and towards an understanding of leadership as learning. A new framework for thinking, acting and leading amidst complexity is presented, which enables more people to see the part they can play in learning and leading as active citizens. This framework emerged from collaborative action research with civil society practitioners experienced in working with ambiguity, uncertainty and complexity. The research offers practical strategies for practitioners and an academic contribution towards complexity leadership theory.

To cite this article: Malcolm, Margy-Jean. Civil society leadership as learning amidst complexity [online]. Third Sector Review, Vol. 21, No. 2, Nov 2015: 75-98. Availability: <http://search.informit.com.au/documentSummary;dn=710479324490897;res=IELHSS> ISSN: 1323-9163. [cited 26 Jun 17].

Personal Author: Malcolm, Margy-Jean; Source: Third Sector Review, Vol. 21, No. 2, Nov 2015: 75-98 DOI: Document Type: Journal Article ISSN: 1323-9163 Subject: Leadership; Research--Methodology; Civil society; Peer Reviewed: Yes

Database: Humanities & Social Sciences Collection