Скачать или смотреть leadership for social enterprise Module 2 Leadership Theories and Models for Social Enterprises

Leadership within social enterprises is both unique and complex. Unlike traditional businesses driven primarily by profit, or NGOs driven solely by altruism, social enterprises stand at the intersection, blending social mission with financial sustainability. This duality requires leaders to embrace multi-dimensional leadership approaches, combining classical leadership theories with modern adaptive models.
This module dives deep into leadership theories and models, unpacking their application within the context of social entrepreneurship. It focuses on how leaders can inspire, direct, innovate, and sustain their enterprises while balancing profit and purpose.
1. The Foundations of Leadership Theories
Leadership theories have evolved over centuries, shaped by philosophy, psychology, sociology, and management science. Understanding these foundations helps social enterprise leaders recognize how different approaches can influence their mission.
a. Trait Theory
Suggests leaders are born, not made.


Early studies focused on innate traits like intelligence, confidence, determination, and integrity.


Relevance for social enterprises: While traits help, social entrepreneurs often learn leadership through lived experiences, especially when faced with complex social issues.
b. Behavioral Theory
Proposes that leadership is based on actions, not traits.


Leaders are defined by how they communicate, motivate, and manage people.


In social enterprises, behaviors such as transparency, inclusivity, and empathy are crucial.


c. Contingency and Situational Theories
Suggests there is no one-size-fits-all leadership style.


Leadership effectiveness depends on context, environment, and situation.


For social enterprises: Leaders may need to switch between directive leadership (in crises) and participative leadership (in community projects).