Understanding and Defining Leadership and Co-Leadership: Insights from a Group Discussion.

Keywords: Leadership, Co-Leadership, Styles of Leadership, Bases of Power, Decision-Making, Facilitation, Adaptability, Co-Leadership Preparation, Personal Growth, Individual Strengths, Future of Leadership

Insights from the Discussion:

"Leadership is not solely based on authority but extends to the capacity to influence and guide a group towards a common goal."

"Power in leadership is not just about control, but also about fostering collaboration and facilitating the group's decision-making process."

"Leadership is a facilitation role, guiding the group towards consensus."

"It's important to come to an agreement collectively, even though there might be instances where the group urges the leader to make decisions."

"Leadership is a capacity to lead from various positions – the front, the middle, or behind – depending on the circumstances."

"Co-leadership brings complementary strengths to the table."

"Co-leadership should be a 'Yin and Yang' partnership, emphasising diversity and balance."

"Co-leaders should engage in deliberate conversations to establish roles, responsibilities, values, and ways of working together."

"Leaders should be open to change and growth, stepping up when needed and stepping back to allow others to contribute effectively."

"The Clifton Strengths assessment assists leaders in understanding their own styles and forming complementary partnerships with co-leaders."

"Co-leadership can foster innovation and inclusivity, transforming the traditional leadership landscape into a more dynamic and collaborative one."

Understanding and Defining Leadership and Co-Leadership: Insights from a Group Discussion

Leadership Styles and Bases of Power: The group acknowledged that the foundation of leadership is not solely based on authority but extends to the capacity to influence and guide a group towards a common goal. Power, in this context, is not just about control, but also about fostering collaboration and facilitating the group's decision-making process.

Decision-Making and Facilitation: Several participants viewed leadership as a facilitation role, where the leader's role is to guide the group towards consensus. They highlighted the importance of coming to an agreement collectively, even though there might be instances where the group urges the leader to make decisions. This dynamic highlights the delicate balance between participatory decision-making and the need for direction in certain situations. 

Flexibility and Adaptability: A prevailing theme was the necessity for leaders to exhibit adaptability and flexibility in their approach. Leadership was described as a capacity to lead from various positions – the front, the middle, or behind – depending on the circumstances. This adaptability enables leaders to respond effectively to the ever-changing needs of the group and the situation.

Co-Leadership: Strengths and Challenges: The discourse shifted to co-leadership, where participants shared their insights on its potential benefits and challenges. Co-leadership was seen as an opportunity to bring complementary strengths to the table. The concept of "Yin and Yang" emerged, emphasising the importance of diversity and balance in a co-leadership partnership. The challenge, however, lies in navigating this collaboration while maintaining clear lines of authority and ensuring effective decision-making. 

Co-Leadership Preparation: A key takeaway was the importance of thoughtful planning before embarking on a co-leadership journey. Participants stressed that co-leaders should engage in deliberate conversations to establish roles, responsibilities, values, and ways of working together. The consensus was that co-leaders should not immediately dive into co-leading but should rather invest time in crafting a shared vision and strategy. 

Embracing Change and Personal Growth: Participants acknowledged the dynamic nature of leadership roles and the need for leaders to be open to change and growth. A leader's role was likened to a dynamic cycle, stepping up when needed and stepping back to allow others to contribute effectively. This adaptability can prevent stagnation and ensures the continued growth of both the leader and the organisation.

Tapping into Individual Strengths: A practical tool mentioned was the Clifton Strengths assessment, which provides insights into personal strengths and tendencies. This tool assists leaders in understanding their own styles and preferences, enabling them to form complementary partnerships with co-leaders who possess different strengths.

Envisioning the Future of Leadership: The discussion concluded with a forward-looking perspective, envisioning a future where co-leadership becomes a more prevalent and holistic approach across various sectors. 

In summary, the group discussion illuminated the complexities and nuances of leadership and co-leadership. Understanding and embracing these principles can support the navigation of the evolving landscapes of leadership.  

Next week the group asked to come from the focus on Co-Leadership to Co-Governance.  Potentially a big topic, we are proposing that we take a few weeks on this topic and unpacking what governance is, what co-governance is, what co-governance needs, the challenges, and perhaps ending up with some shared concepts at the end that we all feel good about as part of a collaborative social experiment.  

In light of conversations both here in New Zealand and in Australia, we want to hold this safe space for those of you who are interested in listening, learning and seeing what is possible beyond the Fight/Flight responses that this topic is generating at the moment.  

Mauriora, 
The Walk Together Team