EXPLORING THE PRACTICE
OF SHARED LEADERSHIP
The Leadership Ethos: How What We
Believe Can Inform Our Leadership
“The practice of leadership,” Bell writes,
“is not neutral.” Our different values,
beliefs, and politics influence our
leadership decisions—consciously or not.
In this article, Bell locates practices and
their impacts in four domains that reflect
significant shifts in how we approach
by Jeanne Bell
Leading for Mission Results:
Connecting Leadership Beliefs
with Predictable Changes
“We are too often surprised and
forced to act reactively to predictable
organizational changes,” point out the
authors. “Every executive and board
leader will leave some day. Every person
who adds value will, as well.” This article
looks at how to manage leadership
change that is not reactionary and
instead will increase mission results.
by Tom Adams and Jeanne Bell
Autopsy of a Failed Holacracy:
Lessons in Justice, Equity, and
This examination of the holacracy
model focuses on three of its central
assumptions in order to understand its
limitations and imagine new possibilities.
As the author writes, “Regardless of the
brand or buzzwords associated with a
new governance system, it is essential
to be sensitive to the limits of what a
new structure can actually provide.”
by Simon Mont
Five Elements of Collective
What is collective leadership? How
does it compare to a more traditional,
individualistic concept of leadership?
Why would anyone want to use it?
This article outlines key aspects and
benefits of the process.
by Cassandra O’Neill and Monica