Eco-leadership in an NGO 1

Eco-leadership in an NGO.

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 Eco-leadership in an NGO 2

Executive Summary.

Eco-leadership is the most recent style of leadership in the new world economy. The

history of leadership at Cped is heavily connected to the fundamentals of pediatric healthcare as

our core role. The Office of the Executive Director (ED) of Cped presents this report to study

leadership qualities and interest to learn Eco-leadership for the development of Cped's future.

Eco-leadership does not serve to replace or eliminate other methods of administration that are in

place but to bring together all the positive attributes of those other methods. "Eco-leadership acts

as a meta-discourse within organizations, influencing how the four discourses work together.

Eco-leaders identify the appropriate leadership approaches within each department and within

the whole organization. Eco-leadership acts as one of the four discourses, and as a guide for how

the others are utilized" (Western, 2013)

Introduction.

“Leadership is in its essence a discursive practice; it is as much about managing to mean

as it is about managing organizations” (Anderson & Mungal, 2015). As proven, eco-leadership is

the most inclusive and futuristic method of leadership for organizational development (Western,

2013). Through consultations and investigations into other NGOs, the Executive Director (ED)

office has come up with this report to discuss the eco-leadership discourse concept in the

organization's purpose. The discussion shall keenly engage and entail Cped's current methods of

leadership, statement of mission and engage employees effectively. The panel shall include all

the four leadership discourses, with the final and most stressed discourse being eco-leadership.

History of Cped.
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Cped is an NGO component of a more extensive network committed to pediatric

healthcare, including several organizations interested in making profits and voluntary

organizations. Cped is convinced that its eventual success is related to spreading leadership and

works best to concentrate the network to satisfy the clients well. Training on the four leadership

discourses as postulated by Western shall enable the organization to understand its leaders. This

training shall be based on eco-leadership and inspire teamwork in progressive development.

Eco-Leadership.

As described by Western: "The Eco-leadership organizational form is a network of

distributed leaders. Organizations are rethought as 'ecosystems within ecosystems,' meaning that:

they are webs of connections, networks that operate like ecosystems. The organizational

ecosystem is interconnected and interdependent within larger ecosystems" (Western, 2013). This

is in line with the development of Cped’s operations and partners’ network.

The four qualities of eco-leadership.

Eco-leadership networks organizational leadership and is a model that inspires inclusivity

in the administration of an organization. Eco-leaders view their organization generally as an

ecosystem that is natural, drifting from the usual perspective of viewing organizations as

mechanical systems having departments.  “A new organizational model is on the rise: a ‘network

of teams in which companies build and empower teams to work on specific business projects and

challenges. This new structure has important implications for leadership development” (Hoerée,

2017).

1. Connectivity and Interdependence.

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Connectivity may be an organizational foundation; however, this quality of eco-leadership

goes ahead to recognize how the organization depends on itself internally and on other

organizations with a similar operation like it externally. The methods of leadership and order in

the organization remain undisturbed; however, the organization considers what the social setting

expects and the roles that the community plays for the organization. Just like leaders of

transformation, eco-leaders collaborate with peers and top leaders to agitate the requisite change

by motivation and direction towards success in achieving that transformation. Eco-leaders boost

the motivation and performance of their group by associating personal aims to the aims of the

project and organization.

World Pediatric Project is an NGO in the pediatric health field that aims to up-push their

reinforcement to children's health via collaboration with similar like organizations and

interdependence. “Bringing pediatric specialist care to places where access to advanced medical

care for children otherwise doesn’t exist is the core of World Pediatric Project’s humanitarian

outreach to its 12 partner countries in the Caribbean and Central America” (World Pediatric

Project, 2020).

2. Systemic Ethics.

Systemic leadership is way above the organization's mission and statements of value. It's

similarly past the moralities of a leader. This is made possible by extending personal, leadership,

and administrative privileges and obligations to international and environmental levels.

“Systemic ethics means to take into account the impact of your organization on others and the

natural world, to account for the externalities, the toxic waste, the use of carbon fuel, the social

justice to workers in the developing world who work for your supply chain. Eco-leadership

situates ethics as part of an overall systemic approach, asking questions about the primary
 Eco-leadership in an NGO 5

purpose of an organization, what it values, how it serves society, and its impact on the natural

world, before jumping to immediate assumptions about profit, output, and growth” (Western,

2013).

An organization's profits as a downward influence on the community is an obsolete

approach in the prevailing circumstances. “The business community’s growing appreciation of

the extent to which an organization’s fate and fortunes are intertwined with that of its

environment has underscored, for many, the importance of serving a broad stakeholder

community” (Painter-Morland, 2008).

Additional research on leadership ethics relies on the conducts and characters of

individuals in the hierarchy with classes of authority. Systematic ethics is more or less similar to

the concept of servant leadership as eco-leadership borrows extensively from servant leadership.

More practically than theoretically, eco-leadership concerns reason for existence, reverence not

only to the organization but everyone, the influence of development on our environment, and

sustainable development.

Conservational International as an NGO serves to uplift economies that are established on

conservative theories.  “We do this by creating new conservation funding models and production

models for commodities, balancing demand with the protection of essential natural resources.

We imagine a healthy, prosperous world in which societies are forever committed to caring for

and valuing nature for the long-term benefit of people and all life on Earth” (Conservation

International, 2020).

3. Leadership Spirit.
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This refers to leaders who have attributes that rely on ethics and the spirit of humanity.

Western illustrates, reflects a variety of information. “In terms of leadership, employees are

increasingly expecting their leaders to embrace a more holistic approach, to embrace subjectivity

and spirituality, and to show a leadership approach that values the human spirit and well-being,

as well as profit” (Western, 2013).

This concept postulates that leaders connected spiritually are keen on engaging teams

positively and pose genuine engagement in affiliates possessing a worthy life of work. This

sacrifice to individual efforts by leadership stimulates progress, development, and allegiance

from employees. “Spiritual leadership comprises the values, attitudes, and behaviors necessary to

intrinsically motivate one’s self and satisfy fundamental needs for spiritual well-being through

calling and membership, which positively influences employee well-being, sustainability and

corporate social responsibility, and financial performance – the Triple Bottom Line”

(International Institute for Spiritual Leadership, 2015).

4. Organizational Belonging’.

Organizations are increasingly focusing internationally, forging disparities in the process.

This leads to misplaced loyalty and accountability to locally known people or branches of the

organization, neglecting responsibility to top-level communities and social settings, or

recommendable individual commitments. “When we lose our connection to place, to the natural

environment, we lose our way, and finally we lose ourselves. We have not only become

dislocated from the natural ecosystem, but also from others and from the community through

modernity’s process of individuation and alienation” (Western, 2013). In these circumstances,

dictatorial leadership theories appear to be functioning when leaders put themselves at the top of

the team and make themselves a small group to participate in sensitive decision-making.
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To evade this situation, the community and general leadership as part of decision-making

should be supported. In mind with the roles of the community in the organization and the unity

between the organization and the communities they support.

Conclusion.

As Cped, we are committed to ensuring that values, individually and as an organization,

are original from end to end by practicing systematic ethics in all our networks and deals, this

being part of our contribution to the leadership and participation as an NGO in the society of

pediatric health management. The leaders at Cped have been tasked with the responsibility to

create a future that is positive ethically, sustainable to the environment, and conscious of

employees, networks of the organization, and infants and parents to whom we endeavor to

provide our service. Efforts must be made to train the leaders to see that they maintain an

original commitment to the core beliefs, with sensitivity to the roles of the organization and the

society among them.

The responsibility of an organization should be perceived as a process that involves a

comprehensive system, “through which individuals’ moral values and concerns are articulated.

The process should be participative, involving leaders and employees. Through such a

participative process, matters of social responsibility may be identified in the expectations and

moral claims of an organization’s workforce and stakeholders” (Maclagan, 2002).

References:

Conservation International, (2020), About Conservation International: A Global Conservation

Legacy, Retrieved from https://www.conservation.org/about.

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Hoerée, C., (2017), Eco Leadership, A Leadership Approach for the Ecosystems of

Tomorrow, Retrieved from https://medium.com/chris_hoeree/eco-leadership-a-leadership-

approach-for-the-ecosystems-of-tomorrow-bcd9c41a941

International Institute for Spiritual Leadership, (2015), Spiritual Leadership Model, Retrieved

from https://iispiritualleadership.com/spiritual-leadership-theory/

Maclagan, P., (2002), Corporate Social Responsibility as a Participative Process. Business

Ethics: A European Review, 8(1), 43–49. doi: 10.1111/1467-8608.00124

Painter-Morland, M., (2008), Systemic Leadership and the Emergence of Ethical

Responsiveness. Journal of Business Ethics, 82(2), 509–524. https://doi.org/10.1007/s10551-

008-9900-3

Western, S., (2012), Analytic-Network Coaching©: Coaching for Distributed “Eco” Leadership

and Organizational Change. Integral Leadership Review, 12(1), 1–14.

Western, S., (2013), Leadership: A Critical Text. Thousand Oaks, CA: Sage Publications

World Pediatric Project, (2020), World Pediatric Project's International Teams Program Impact,

Retrieved from https://www.worldpediatricproject.org/mission/teams.