Meta-leadership
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'''Meta-leadership''' provides a framework for coordination across organizational lines, supporting joint action among multiple government agencies.{{Cite journal|last=Marcus|first=Leonard J.|last2=Dorn|first2=Barry C.|last3=Henderson|first3=Joseph M.|date=2006-06-01|title=Meta-Leadership and National Emergency Preparedness: A Model to Build Government Connectivity|journal=Biosecurity and Bioterrorism: Biodefense Strategy, Practice, and Science|volume=4|issue=2|pages=128–134|doi=10.1089/bsp.2006.4.128|pmid=16792480|issn=1538-7135|citeseerx=10.1.1.558.6326}}{{cite web|title=National Preparedness Leadership Initiative|url=http://www.hks.harvard.edu/sites/npli/|website=www.hks.harvard.edu}} Meta-leadership was "derived through observation and analysis of leaders in crisis circumstances"Marcus, L.J., Ashkenazi, I., Dorn, B., & Henderson, J.M. (Spring/Summer 2008). "Meta-Leadership: Expanding the scope and scale of public health". ''Leadership in Public Health, 8'' (1&2) starting with the [[September 11 attacks]] in the [[United States]]. The focus on national preparedness has subsequently been distilled for more general application, and it remains in use when multi-organizational responses to disasters are necessary.{{Cite news|url=https://npli.sph.harvard.edu/meta-leadership/|title=Meta-Leadership|date=2013-04-16|newspaper=NPLI|language=en-US|access-date=2016-10-28}} |
'''Meta-leadership''' provides a framework for coordination across organizational lines, supporting joint action among multiple government agencies.{{Cite journal|last=Marcus|first=Leonard J.|last2=Dorn|first2=Barry C.|last3=Henderson|first3=Joseph M.|date=2006-06-01|title=Meta-Leadership and National Emergency Preparedness: A Model to Build Government Connectivity|journal=Biosecurity and Bioterrorism: Biodefense Strategy, Practice, and Science|volume=4|issue=2|pages=128–134|doi=10.1089/bsp.2006.4.128|pmid=16792480|issn=1538-7135|citeseerx=10.1.1.558.6326}}{{cite web|title=National Preparedness Leadership Initiative|url=http://www.hks.harvard.edu/sites/npli/|website=www.hks.harvard.edu}} Meta-leadership was "derived through observation and analysis of leaders in crisis circumstances"Marcus, L.J., Ashkenazi, I., Dorn, B., & Henderson, J.M. (Spring/Summer 2008). "Meta-Leadership: Expanding the scope and scale of public health". ''Leadership in Public Health, 8'' (1&2) starting with the [[September 11 attacks]] in the [[United States]]. The focus on national preparedness has subsequently been distilled for more general application, and it remains in use when multi-organizational responses to disasters are necessary.{{Cite news|url=https://npli.sph.harvard.edu/meta-leadership/|title=Meta-Leadership|date=2013-04-16|newspaper=NPLI|language=en-US|access-date=2016-10-28}} |
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== Origins |
== Origins == |
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The first iteration of framework was developed in 2006 by [[Leonard J. Marcus]] and [[Barry Dorn]] of the National Preparedness Leadership Initiative (NPLI), a joint program of the [[Harvard School of Public Health]], [[Harvard Kennedy School|Harvard’s John F. Kennedy School of Government]], and Joseph M. Henderson, Chief of Staff at the [[Centers for Disease Control and Prevention]] |
The first iteration of framework was developed in 2006 by [[Leonard J. Marcus]] and [[Barry Dorn]] of the National Preparedness Leadership Initiative (NPLI), a joint program of the [[Harvard School of Public Health]], [[Harvard Kennedy School|Harvard’s John F. Kennedy School of Government]], and Joseph M. Henderson, Chief of Staff at the [[Centers for Disease Control and Prevention]]. |
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The need for more expansive leadership systems was driven by the increased complexity of threats facing the United States. This challenge was illustrated by the [[Hurricane Katrina disaster relief|response to Hurricane Katrina]] that was considered inadequate and “revealed profound system weaknesses.” It was argued that traditional leadership needed a different approach to coordinate across agencies and governments for emergency preparedness. |
The need for more expansive leadership systems was driven by the increased complexity of threats facing the United States. This challenge was illustrated by the [[Hurricane Katrina disaster relief|response to Hurricane Katrina]] that was considered inadequate and “revealed profound system weaknesses.” It was argued that traditional leadership needed a different approach to coordinate across agencies and governments for emergency preparedness. |
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Earlier variants may still be in use in settings beyond the NPLI at [[Harvard University|Harvard]]{{Cite web|url=http://www.cdcfoundation.org/meta-leadership/in-action/illinois|title=Building a Meta-Leadership Institute in Illinois|website=CDC Foundation|access-date=2016-10-28}} and in publications.Rowitz, L. (2012). ''Public health leadership: Putting principles into practice'', 3rd Ed. Jones & Bartlett Education: Burlington, MA.Getha-Taylor, H. (2008). "Reconsidering leadership theory and practice for collaborative governance: Examining the U.S. Coast Guard". In ''Pushing the Boundaries: New Frontiers in Conflict Resolution and Collaboration'', R. Fleishman, R. O’Leary, and C. Gerard (eds). Research in Social Movements, Conflicts, and Change, 29. JAI Press: Bingley, United Kingdom.RWJ The current model in use at the NPLI builds upon, but does not invalidate, previous versions. |
Earlier variants may still be in use in settings beyond the NPLI at [[Harvard University|Harvard]]{{Cite web|url=http://www.cdcfoundation.org/meta-leadership/in-action/illinois|title=Building a Meta-Leadership Institute in Illinois|website=CDC Foundation|access-date=2016-10-28}} and in publications.Rowitz, L. (2012). ''Public health leadership: Putting principles into practice'', 3rd Ed. Jones & Bartlett Education: Burlington, MA.Getha-Taylor, H. (2008). "Reconsidering leadership theory and practice for collaborative governance: Examining the U.S. Coast Guard". In ''Pushing the Boundaries: New Frontiers in Conflict Resolution and Collaboration'', R. Fleishman, R. O’Leary, and C. Gerard (eds). Research in Social Movements, Conflicts, and Change, 29. JAI Press: Bingley, United Kingdom.RWJ The current model in use at the NPLI builds upon, but does not invalidate, previous versions. |
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== Characteristics |
== Characteristics == |
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As a framework and practice method, meta-leadership is described by its authors as drawing upon and integrating a wide range of leadership scholarship,Marcus, L. J., Dorn, B. C., & Henderson, J. M., McNulty, E.J., (2013). [https://cdn2.sph.harvard.edu/wp-content/uploads/sites/8/2013/04/Meta-leadership-Overview-Working-Paper-Final.pdf "Meta-leadership: A framework for building leadership effectiveness A Working Paper"]. including [[transformational leadership]], [[shared leadership]], [[Followership]],Kellerman, B. (2008) ''Followership: How followers are creating change and changing leaders''. Boston: Harvard Business Press [[complex adaptive leadership|and complex adaptive leadership]]. |
As a framework and practice method, meta-leadership is described by its authors as drawing upon and integrating a wide range of leadership scholarship,Marcus, L. J., Dorn, B. C., & Henderson, J. M., McNulty, E.J., (2013). [https://cdn2.sph.harvard.edu/wp-content/uploads/sites/8/2013/04/Meta-leadership-Overview-Working-Paper-Final.pdf "Meta-leadership: A framework for building leadership effectiveness A Working Paper"]. including [[transformational leadership]], [[shared leadership]], [[Followership]],Kellerman, B. (2008) ''Followership: How followers are creating change and changing leaders''. Boston: Harvard Business Press [[complex adaptive leadership|and complex adaptive leadership]]. |
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