Collaborative

Leadership
Collaborative Leadership nurtures a strong sense of
community within the team, merging the purpose of the
organization and a set of shared values, and guided by rules
of engagement.

Shared Values:
To best enhance the team's ability to
generate ideas through healthy and
facilitated confrontations; ability to
experiment rapidly, test, and learn from
outcomes; and effectively integrate the
ideas generated.

Build the Right

Space:
Leaders should foster trust within the
group, willingness to share, to promote
innovation, and encourage members to
share intellectual diversity and
approaches to problem solving,

Combine Rather
Than
Compromise:
Leaders must develop a new solution by
integrating decision making within the
group, which may involve some levels of
discomfort and confrontation.

Building New
Patterns of
Behavior:
Leaders will challenge the team to think
for themselves by asking deliberately
vague questions, presenting opportunities
for discovery led learning through
collaboration.

Managing the
Tension Space:
Leaders must enforce rules of
engagement. It is crucial to keep the
team’s priorities focused on the
collective’s goals rather than individual
discourse, bring the team back to shared
values and actions for improving ideation.

Sources:
“Apple CEO Tim Cook on Collaboration.” Performance by Tim Cook, YouTube, 30 May 2013,
youtu.be/EZPYLZ7I6gs.
Blanchard, Ken, director. Collaboration - Affect/Possibility: Ken Blanchard at TEDxSanDiego.
YouTube, 27 Dec. 2012, youtu.be/HKGkBRk1kSo.
“Margaret Heffernan: Why It's Time to Forget the Pecking Order at Work.” Performance by
Margaret Heffernan, YouTube, 16 June 2015, youtu.be/Vyn_xLrtZaY.
 Participative
Leadership
Participative leadership is an approach that opens up the
process for problem solving to the group, thus expanding the
scope in which the issues are under scrutiny and allows for a
wider range of decision making; the coalescence of diverse
perspectives can ultimately create a more holistic solution.

Leader as a
Facilitator:
The leader adopts the role of a facilitator,
however, distinct from delegator. All
members of a team to identify central
goals and create a strategy of actionable
items to achieve that goal together.

Contributions of
Followers:
Drawing in participation from the
collective group can boost morale and
motivation, and foster a sense of
empowerment when followers are
included in the decision making process.

Reveal Hidden
Strengths:
This process gives opportunity for people
to come forward with their talents, and
expands the collective perspective which
helps highlight strengths and weaknesses
that otherwise may be overlooked.

Adjust to
Variances of
Followers:
Leaders must adjust their participative
practices based on the group of followers.
Leaders have to read the personality of
the group to see how to best implement
this style of leadership to yield an
effective result.

Investing Time:
As the goal remains to pull in multiple
perspectives, rather than carrying out the
views of one central leader, this approach
can be more time consuming, however,
could lead to a final solution that has more
well-rounded and beneficial conclusions.

Sources:
“First Follower: Leadership Lessons from Dancing Guy.” YouTube, 11 Feb. 2010,
youtu.be/fW8amMCVAJQ.
Greiner, Larry E. “What Managers Think of Participative Leadership.” Harvard Business Review, 1
Aug. 2014, hbr.org/1973/03/what-managers-think-of-participative-leadership.
“What Is Participative Leadership?” Indeed Career Guide, www.indeed.com/career-advice/career-
development/participative-leadership.
 Distributive
Leadership
Distributive Leadership is a systematic perspective that calls
for an organizational change in leadership practices so the
structure can allow people to work together more effectively.

Systematic
Perspective:
It calls for a practice of organizational
transformational that focuses on the day-
to-day practice of operations, rather than
designated leadership roles, and for
formal leaders to create conditions where
informal leaders can emerge.

Collective Social
Process:
Distributive leadership emerges out of the
group’s openness and networking. It
allows team members to bring forth a
variety of expertise across many people,
and creates a set of individual actions that
contribute to the group’s goals.

Grow Other
Leaders:
Not everyone is necessarily a leader,
however members may lead each other to
achieve the group’s goals because
leadership is not a monopoly. This style
gives room for team members to
recognize collective acts of influence.

Frameworks:
Formal, intentional delegation; pragmatic
approach involving negotiating and
division of tasks; strategically bringing in
new people with specific skills;
incrementally adding responsibilities over
time as people gain experience; allowing
people to take opportunities as they come
up; or roles are simply naturally assumed.

Configuring:
The distribution can be collaborative,
done separately but interdependently, or
coordinated in sequence. This process
positions systematic perspectives; finding
alignment will involve adapting the various
frameworks to the method that is best fit
for the context.

Sources:
Bolden, R. “Distributed Leadership in Organizations.” Centre for Leadership Studies, University of
Exeter Business School, 2011.
“Professor Alma Harris, Distributed Leadership.” Performance by Alma Harris, YouTube, 20 Apr.
2016, youtu.be/biPC_IJyiHo.
 Teal
Organizations
Teal Organizations replace traditional pyramid styles of
operation with distributed authority, natural hierarchy, and a
deeply empathetic leadership style that is purpose driven.

Decentralizing:
Focused on eliminating top-down
hierarchy, Teal distributes authority so that
self-managing teams can form and
leverage the benefits of a collective
intelligence.

Nested Teams:
Creating parallel teams that help
breakdown the overall purpose into
manageable circles allows for less
complex task division and specialization of
goals. These circles can then integrate
naturally without a hierarchy of people, but
rather hierarchy of purpose.

High Autonomy:
Teal promotes the notion of coaches,
rather than bosses, and the natural
hierarchy of skills, passion, expertise, and
willingness to act. Any member can self
initiate a decision making process
whenever they come across a problem.

In Practice:
Teal principes consistently address
underlying assumptions embedded within
traditional views of decision making,
conflict resolution, and community
building. Led by empathy, it uplifts the
importance of alignment between
organization and individual value systems.

Reliant on Trust:
Self management is the most efficient
when the environment is reinforced with a
high level of trust between peer
relationships, promising open access to
all organization information that can inform
a decision, and ensuring accountability
amongst team members for addressing
what is necessary.

Sources:
“Reinventing Organizations Wiki.” Home - Reinventing Organizations Wiki,
reinventingorganizationswiki.com.
 Conscious
Leadership
Conscious Leadership positions compassion as the
centerpiece to guide change within an organization. It also
calls for gathering the team under a higher purpose, leaders’
time devotion to understanding their team, and checking in
with themselves and their employees on the position of their
perspectives.

Led by Compassion
Embodying compassion requires leaders
to actively listen and learn about the
perspectives each person brings to the
table, including themselves. Uncovering
world views and experiences of the
collective will enable the team to move
forward with understanding of one another.

Rippled Wellbeing
Creating economic opportunity for
membership will lead to long-term value,
which creates value for the entire
ecosystem of the company - extending to
the quality of life for employees and their
families. When there is enhancement on
these factors first, revenue will naturally
align.

Stewards of
Resources
A leader’s ability to connect with themselves,
team members, and their community will
allow for alignment with the bigger picture,
value systems, and team inclusion and
communication. Through active listening and
willingness to focus in service of others,
leaders can skillfully navigate and understand
all relationships within the organization.

Leadership
Presence
Mindfulness and non-judgemental attention is
the key to focusing on the present
environment. By giving one’s full attention to a
situation, it limits the consequences leading
with distracted minds or making reactionary
decisions. It is more optimal to devote full
attention to the gathering.

Coaching
Problem solving cannot be scaled,
however, coaching others through that
process will hand them the tools to be
able to do it on their own. Mentorship
looks like helping people develop skill
sets, identify and address preconceived
assumptions, and build intrinsic motivation
over time.

Sources:
Mackey, John, director. Living a Life of Conscious Leadership: John Mackey, Whole Foods Market.
YouTube, 31 Mar. 2016, youtu.be/6sD5zhSO8GI.
Weiner, Jeff, director. The Art of Conscious Leadership: Jeff Weiner. YouTube, Wisdom 2.0, 3 Apr.
2013, youtu.be/2x0fOLqj2Zw.
 Adaptive
Leadership
Adaptive Leadership requires leaders to navigate through the
discomfort that arises from challenging the status quo in
order to create change that will enable an organization’s
ability to thrive.

Technical vs
Adapative
Technical work lives in routine and quick
solves, however, adaptive challenges
have no instruction manuals because it
requires people to rethink their own
values and ways of being, through a cycle
of learning, unlearning, and relearning.

Living in
Discomfort
Adaptive challenges force people to rethink their
own values, habits, and processes which can
include questioning assumptions, displacement
of functions, and uncertainty in experimentation.
Leaders must operate with acceptance that a
sense of ambiguity is a part of the equation and
help others through that discomfort.

Distribution of
Loss
To make room for something new, it
ultimately means loss of something existing.
People will have to give up a part of being, a
comfort with what has been working. Adaptive
challenges require new behaviors, actions, or
thinking that is currently not in the team’s
expertise. Leaders must help find the
opportunity it represents.

Align with
Purpose
Alignment of our own purpose with the
work we are doing will be a guide through
the uncertainty and experimentation.
Leaders must preserve what is essential,
and shed what is no longer serving the
group.

Process
Modification
Each person’s sense of competence, identity,
and beliefs will be challenges, which requires
hard intellectual work. Diverse voices will
increase the team’s ability to recognize
challenges and adaptive agility. The process
requires leaders to manage themselves and
team through disequilibrium of resistance,
tough decisions, and trade-offs.

Sources:
Clinch, Michelle. Adaptive Leadership. YouTube, YouTube, 30 Sept. 2015,
www.youtube.com/watch?v=1Xxvqwv_p2g&ab_channel=MichelleClinch.
Pianesi, Adriano, director. Adaptive Leadership Explained in 4 Minutes. YouTube, LEARNINGworker,
5 Mar. 2017, www.youtube.com/watch?v=cRMOLKGFLJk&t=265s&ab_channel=AdrianoPianesi.
“TEDxStCharles - Marty Linsky - Adaptive Leadership-Leading Change.” Performance by Marty Li
nsky, YouTube, TEDxTalks, 13 Apr. 2011, www.youtube.com/watch?v=af-
cSvnEExM&t=1260s&ab_channel=TEDxTalks.
 Servant
Leadership
Servant leadership flips the traditional hierarchy of leadership
and places the leader in a position of service and support to
encourage high levels of empathy, listening, awareness,
commitment to the growth of others, and ultimately, a better
world.

Listening & Empathy

A channel of communication that is active
and intentful without interruption and with
full attention. The driving force is to
understand each unique individual’s
perspectives. Empathy encourages
intuitive speech and allows leaders to see
the whole picture, especially plights of
those he does not know intimately.

Healing &
Awareness
Creating an environment where members have
tools to be heard, supported, and mentored.
Awareness for your own strengths and
weaknesses will open yourself up to best
support members of your team in those areas as
well.

Persuasion &
Conceptualization
Servant leaders must build skills for building
cohesion, goal sitting, shared decision making
- essentially aligning the team’s vision and
investments. Once that collective goal is
defined, leadership guides the team towards
that shared concept both in future outlooks
and day-to-day.

Foresight &
Stewardship
Servant leaders must use experiences
from the past to inform the permutations
of the present and future. Decision making
can be enhanced with high levels of
reflection. Stewardship in leadership
ensures that the decision making is
informed by the organization’s ethics and
set of values.

Growth &
Community
Servant leaders empowers and encourages
the development of everyone’s personal and
professional skills. Leaders prioritize building
their community through open
communication, trust, and alignment of
missions. Team cohesion is a vital aspect of
the level of performance this approach can
foster.

Sources:
“10 Principles Of Servant Leadership.” JONATHAN SANDLING, 8 Apr. 2021,
jonathansandling.com/ten-principles-servant-leadership/.
 Inclusive
Leadership
Leaders who are able to create spaces where their team can
feel safe contributing their points of view will accelerate their
agenda towards the organization’s goals. Openness to new
ideas and perspectives will promote the flow of ideas,
connections, and greater insights, altogether surmounting to
a collective cultural intelligence for problem solving.

Curiosity and
Diversity
If you are not curious, you are not learning.
Greater confidence in decision making
knowing you are supported by people
who have diverse points of view. Build on
each other’s ideas to produce something
new and solve complex problems.

Courage
Vulnerability in an inclusive leader invites a
spotlight for other speakers. There is strength in
confronting others and the status quo, and
accepting ambiguity and uncertainty.

Inclusion
When you include everyone as a part of the
discussion, others will see themselves as a
part of the solution, rather than the problem.
Invite the majority group into conversations
without disconnecting them from the
conversation.

Humility
There is no room for ego in inclusive
leadership. It is important to acknowledge
imperfections and limitations openly.
Model a space where others can do the
same, share, and interact without fear.

Cognizance
It is crucial to use one’s self awareness and
act on blindspots. Put policies in place to
mitigate implicit biases. Accepting that biases
exist, and keeping it from affecting decision
making. Build a collective cultural intelligence
to value differences and empower members.

Sources:
TEDxTalks, director. Inclusive Diversity: The Game Changer | Toni Carter | TEDxIdahoFalls.
YouTube, YouTube, 13 Apr. 2018, www.youtube.com/watch?
v=JuK3FGwVJTs&feature=emb_title&ab_channel=TEDxTalks.
Written by Klaus Schwab, Founder and Executive Chairman. “The Fourth Industrial Revolution: What
It Means and How to Respond.” World Economic Forum, www.weforum.org/agenda/2016/01/the-
fourth-industrial-revolution-what-it-means-and-how-to-respond/.