“And is it not possible for all of us, while we are young, to be in an environment where there is no fear but rather an atmosphere of freedom – freedom, not just to do what we like, but to understand the whole process of living?” J. Krishnamurti  

Our country is basking in the illuminating feelings of electing Barack Obama as the 44th President of the United States.  Feelings as wide and as vast as the Grand Canyon.  The reasons for these feelings are based on several factual occurances from turn out numbers, to national geo-partisan shifts, to sustaining hope  that new leadership style is sufficient for problems of the time and racial perceptions placed front and center on Pennsylvania Avenue.

 As I am beginning to write my paper on leadership, I can not help but constantly draw myself to thinking of situations or conditions in which leadership is developed or responds.  I am drawn to looking historically at how leadership styles have changed, the conditions requiring different styles and how culture plays a role in that development.

Jeffrey Luke’s Catalytic Leadership

The complex challenges facing today’s public leaders i.e., economic development homelessness, teen pregnancy, and many others have no quick-fix solutions. Interconnected in nature, with an impact on virtually every segment of society, these issues require that leaders in federal, state, and local agencies reach out beyond their boundaries to engage a much broader group of stakeholders to create sustainable strategies to address them.

Catalytic Leadership presents a new kind of leadership that is more successful with these complex, interconnected problems. Effective public leaders act as catalysts who convene multiple stakeholder groups, facilitate and mediate agreements around tough issues, think systemically and strategically about sustainable actions. They are passionate about reaching a particular outcome yet remain flexible and inclusive on specific strategies to reach the desired results.
In contrast to traditional leadership, which is based on hierarchical authority, taking charge and “seizing the reins,” the catalytic leader is an elected official, appointed public manager, civic leader, or community volunteer who brings together diverse individuals from multiple agencies to address interconnected public problems and work together toward solutions.

Handling societal problems in this interconnected world requires unusual and dynamic partnerships between government agencies, nonprofit service providers, business enterprises, neighborhood groups, and educational institutions. This groundbreaking guide shows public leaders how to pull together business, civic and nonprofit leaders to address critical issues and create innovative strategies for change.

The book is divided into three parts.  In Part I Luke sets the context for his work by providing an explanation of the interconnected nature of community problems and he explores the different approaches to leadership. 

Luke focuses on four catalytic roles in Part II of his book and sets of tasks leaders must play, which include raising awareness, organizing stakeholders, creating multiple strategies, and sustaining action and implementation.

Luke skillfully highlights a set of analytic, interpersonal and process skills that are essential to the catalytic leader.  In Part III of Catalytic Leadership, Luke goes on to explore competencies that public and community leaders require to fulfill their catalytic roles.

Leadership for the Common Good by Barbara Crosby & John Bryson

 In a shared-power world, public problems spill beyond the borders of a single organization or community.  A network of organizations is needed to make headway against the problem; no single organization is “in charge”.  The following is an illustration of shared-power.  An excellent worksheet by husban & wife team Crosby & Bryson on this can be read at this link.

Both of these works emphasize the importance of citizens from all walks, and around the world coming together to tackle the toughest public challenges.