Connective Leadership: Managing in a Changing World

By     Sep 14, 2011

NAS team

This post was the result of the efforts of several members of the staff

The environment shared by for-profits and nonprofits has remarkable similarities: a global economy afflicted with major uncertainties; collaboration among competitors such as Apple and IBM; and much troubled leadership models, e.g., command and control, manipulative and Machiavellian and “nice guy – team leaders,” as Lipman-Blumen suggests. She argues that two antithetical forces, interdependence and diversity, are generating tensions that will fundamentally change the conditions under which leaders must lead and that to succeed in this dramatically altered environment where inclusion is critical and connection is inevitable, we need a new kind of leadership. Connective Leadership describes that new leadership as “one that is more politically savvy and instrumental, yet more ethical, authentic, accountable, and, particularly, more ennobling.”

Three research streams inform this work. Lipman-Blumen has done qualitative research—mostly interviews with leaders from the for-profit and the nonprofit sectors. The second research stream involves historical, biographical and autobiographical sources. The third is quantitative, based on two instruments: the Achieving Styles Inventory and the Organizational Achieving Styles Inventory. The author uses more than five thousand cases collected and analyzed since 1984. Lipman-Blumen’s perspectives also draw on a wide range of her consulting experience in government, business and the social sector. Part One examines the origins and evolution of the human need for leadership. Part Two presents the Connective Leadership Model in detail. Part Three explores the empirical organizational results and the philosophical implications of the Model.

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