Creating Inspiring Workshops and Courses in Transdisciplinarity: A Guide - Manual / Resource - Page 58
In-depth exploration of leadership
Leadership in and on behalf of TDR deserves more careful
elaboration beyond the levels of proficiency that one may
achieve. Why?
“Master”
“Leaderful
Ecology”
Inherited (assumed) traits
How we think of and enact leadership in a TD project has decisive
implications for how a project unfolds and for its likelihood of
success in the context of complex sustainability challenges.
Acquired (proven) traits
A typology of leadership thinking
Basis of authority
How do we assign responsibility for change?
Conventional thinking about leadership often hinges on unspoken
assumptions about hierarchies, power, individualism; it also often
implies unspoken ideas about inclusion, assignment or sharing
of rights and responsibilities, and those praise and blame.
Meanwhile, TDR encourages practices that flatten hierarchies,
challenge power, promote diversification and inclusion of
different disciplines, expertise, and ways of knowing, question
processes and linearities, and so on.
“King/Queen”
“Lucky Team”
Positional leadership
Distributed leadership
Locus of authority
Where do we place responsibility for change?
Figure 1: Types of leadership can be distinguished on the basis and locus
of authority with implied display of leadership traits and enactment of
leadership actions.
p. 53
In-depth exploration of leadership
