TCC Group has a distinctive take on nonprofit leadership, which was recently published in the Nonprofit Quarterly.  Authored by Susan Misra, Michael Allison, and Elissa Perry, the article defines and provides a how-to-framework for developing shared leadership. The article is based on TCC’s work with Strengthening Organizations to Mobilize Californians, a capacity-building initiative funded by The James Irvine Foundation, The William and Flora Hewlett Foundation, and the David and Lucile Packard Foundation to build the leadership and adaptive capacities of twenty-seven civic participation nonprofits.  

Grounded in over three decades of research, shared leadership is an adaptive, systemic approach for extending leadership beyond the executive director to others within an organization.   As one grantee explained, it "allows all staff to step outside of the situation at hand and really analyze how to better approach a potential solution from a holistic perspective."  These staff share responsibility for problem-solving and for defining, achieving, and evaluating success.  When it works, a culture of trust emerges that allows organization to shift flexibly within a spectrum of shared leadership – sometimes using one leader and other times leveraging different combinations of leaders.

Through the Initiative, we found that shared leadership requires a certain amount of individual and organizational maturity. The most successful participants started with four common characteristics:

1. An explicit commitment to change by senior leadership
2. An upfront investment of time to educate and plan
3. Fundamental management practices
4. Engagement and accountability 

With this foundation in place, we found that participants experienced a transformation.  As one grantee said, "I became more aware of my role and how I can develop staff intentionally and create a team environment."  Another participant added, "I learned to support all staff, to address organizational challenges, and be accountable to each other."   Several grantees restructured their organizations with new job descriptions, performance standards, and expanded management or leadership teams.  They also changed communications and decision-making processes to be more inclusive, transparent, and supportive of inquiry and debate.  Moreover, the grantees experienced changes to their internal relationships and culture as authority and responsibility diffused throughout their organizations. 

Grantees realized that developing shared leadership “takes constant practice and honesty but is worth it.”  Shared responsibility reduced stress and burnout while providing a way for staff to advance their careers.  Multiple perspectives fostered better decision-making and programmatic changes.  Overall, the result was a healthy working environment that reflects values of inclusiveness, participation, and empowerment. 

How can you develop shared leadership at your nonprofit or among your grantees?

~ Susan Misra, Associate Director of Program/Grants Management and Capacity Building at TCC Group, a Donors Forum Partner and national management consulting firm that works with funders, nonprofits, and corporate community involvement programs.