Why do some "communities of interest" thrive, grow, and make new things happen, while others wither and die? Are there common dynamics and behaviours that characterise successful communities, and in particular, how does the idea of the 'leader as catalyst' apply in this context, especially when the community comprises largely of high status professionals ?
The Centre for Leadership Studies Professional Network will reflect on these questions at its CPD day on March 23rd 2012. Communities can be very flexible things - the Collins Dictionary gives no less than eight different definitions - but at heart lies the idea of a group of people connected through some common characteristic or similarity of agreement, and also of shared interests and a degree of interdependence: it is not surprising that discussion of “the Big Society” is often associated with talk of “communities”.
But just because a community can be defined or identified does not mean that anything will come of it: development of the shared interest will require leadership of some kind, and this need not always be “from the top”.
The day will use practical examples of real communities to help us reflect on good practice and how we can contribute to making communities successful, and on how leadership practice might be developed for this purpose. We’ll use our own CLS Professional network as one example, and have the opportunity to hear Scott Gould, cofounder of Exeter-based wearelikeminds (see http://wearelikeminds.com/about) tell the story of how he has helped to create “a platform where participants can join fellow like minds in order to inspire one another and make those ideas happen”. We’re also grateful to Richard Bolden, who will share some
of the findings from research he has undertaken on academic leadership in this context. And we would ask all attendees to come prepared to share their own experiences of both successful and unsuccessful communities they have been part of. |