Locating and building collective leadership and impact

Research output: Contribution to journalArticle

7 Scopus citations


This paper analyzes how collective leadership develops from more individualistic leadership through ethnographic analysis of the rise of urban environmental stewardship in Grand Rapids, Michigan. Longitudinal analysis of a 30-year period reveals how leadership shifted from being highly individualistic, to become more pluralistic, and ultimately more collective. I demonstrate how specifying the location of leadership action in the case addresses ambiguity regarding the definitions of and distinctions among collective, plural, and integrative leadership. I identify two processes that helped to relocate leadership from more individualistic to increasingly collective, emergent spaces, namely fueling a public imaginary and organizing inclusively. These processes were central to connecting and mutually advancing collective leadership and collective impact.

Original languageEnglish (US)
Pages (from-to)445-471
Number of pages27
Issue number4
StatePublished - Sep 1 2017


  • Collective impact
  • collective leadership
  • environmental leadership
  • inclusive organizing
  • integrative leadership
  • plural leadership
  • public imaginaries

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