{"id":18337,"date":"2019-03-31T22:28:23","date_gmt":"2019-03-31T19:28:23","guid":{"rendered":"https:\/\/www.ibtdi.com\/?p=18337"},"modified":"2019-03-31T22:28:23","modified_gmt":"2019-03-31T19:28:23","slug":"types-of-leaders","status":"publish","type":"post","link":"https:\/\/www.ibtdi.com\/en\/types-of-leaders\/","title":{"rendered":"Three Types of Leaders Who Can Drive Radical Change in Any Community"},"content":{"rendered":"

\"\u00d9\u0086\u00d8\u00aa\u00d9\u008a\u00d8\u00ac\u00d8\u00a9<\/p>\n

 <\/p>\n

Any successful social movement or major change requires three distinct leadership roles: first, the mobilizer; then, the creative and innovative leader; and finally, <\/span><\/p>\n

the coordination leader\u2014the conductor of the orchestra\u2014according to organizational change expert Julie Battilana.<\/span><\/p>\n

.<\/p>\n

Between mobilization, creativity, and coordination lies a path that leads to change.<\/strong><\/span><\/h2>\n

To understand the roles that can be engaged to bring about social change, it is essential to take a close look at the history of successful social movements, <\/span><\/p>\n

where we can see moments when those responsible for mobilizing change had a real impact on society, alongside the emergence of leaders <\/span><\/p>\n

who were innovators, idea generators, and creative thinkers, as well as those responsible for organizing and coordinating efforts to bring about the desired change, according to social expert <\/span><\/p>\n

Patilana.<\/span><\/p>\n

 <\/p><\/blockquote>\n

For their part, Harvard Business School professor Joseph Wilson and Alan L. Gleitman, professor of social innovation at the Kennedy School, <\/span><\/p>\n

at Harvard University have spent more than a decade studying and researching ways to identify the types of organizations and individuals responsible for carrying out <\/span><\/p>\n

Changes that diverge from the norms adopted by their communities\u2014though history offers examples of highly influential individuals, they rarely bring about change on their own.<\/span><\/p>\n

According to social science experts, individual leaders do not change society on their own.<\/span><\/p>\n

.<\/p>\n

 <\/p>\n

\u0627\u0644\u0642\u0627\u0626\u062f \u0627\u0644\u0623\u0648\u0644<\/strong><\/span><\/h2>\n

Let\u2019s begin with the first type of leadership needed to bring about any significant social change: the public agitator, who gives voice to social grievances and helps<\/span><\/p>\n

spread awareness of them, while also rallying diverse groups of people who share a desire for change. In an educational paper written by Patilana in <\/span><\/p>\n

2015 \u0628\u0639\u0646\u0648\u0627\u0646” \u0627\u0644\u0642\u0648\u0629 \u0648\u0627\u0644\u062a\u0623\u062b\u064a\u0631 \u0628\u0627\u0644\u0645\u062c\u062a\u0645\u0639” \u0628\u0627\u0639\u062a\u0628\u0627\u0631 \u0623\u0646 \u0627\u0644\u062a\u0638\u0627\u0647\u0631 \u0623\u0645\u0631 \u063a\u064a\u0631 \u0645\u0642\u0628\u0648\u0644 \u0641\u064a \u0627\u0644\u0648\u0642\u062a \u0627\u0644\u0631\u0627\u0647\u0646 \u0644\u0630\u0644\u0643 \u0641\u0625\u0646 \u0627\u0644\u0642\u0627\u0626\u0645 \u0628\u062f\u0648\u0631 \u062d\u0634\u062f \u0627\u0644\u0622\u062e\u0631\u064a\u0646 \u0641\u064a \u0627\u062d\u062a\u064a\u0627\u062c \u0625\u0644\u0649 <\/span><\/p>\n

to foster communication and solidarity through shared actions, ensuring collective participation in support of grievances and preventing them from being seen as alien or irrelevant to society.<\/span><\/p>\n

One real-world example is the warning raised by marine biologist Rachel Carson in 1950 about pesticides and the dangers they posed, <\/span><\/p>\n

and her efforts to broaden knowledge and awareness of this important environmental health issue. Another example is U.S. President Donald Trump\u2019s efforts to mobilize citizens and rally them around <\/span><\/p>\n

\u0634\u0639\u0627\u0631 \u064a\u0631\u062f\u062f \u0642\u0648\u0644” \u0627\u062c\u0639\u0644\u0648\u0627 \u0623\u0645\u0631\u064a\u0643\u0627 \u0639\u0638\u064a\u0645\u0629 \u0645\u0631\u0629 \u0623\u062e\u0631\u0649” .<\/span><\/p>\n

.<\/p>\n

 <\/p><\/blockquote>\n

\u0627\u0644\u0642\u0627\u0626\u062f \u0627\u0644\u062b\u0627\u0646\u064a<\/strong><\/span><\/h2>\n

Leader<\/a> The innovator\u2014the creative force\u2014is the second type of leadership required: responsible for driving progress by creating solutions and addressing grievances. This means it is necessary to <\/span><\/p>\n

expect to encounter dead ends while continuing to search for alternative routes, ensuring that these alternatives are supported by sound rationale and approaches that encourage more <\/span><\/p>\n

participation from individuals and groups, as well as support for these innovative alternative plans from major institutions and organizations.<\/span><\/p>\n

Here, the specialist Batilana argues that without leaders who can envision and create a compelling path to innovation, a movement seeking change will go no further than <\/span><\/p>\n

the agitation stage\u2014and will inevitably die out in the end.<\/span><\/p>\n

.<\/p>\n

\n

<\/h4>\n<\/blockquote>\n

The Third and Final Leader<\/strong><\/span><\/h2>\n

The orchestra conductor is the third leadership role that should be established in social movements. This leader is responsible for communicating and spreading innovative solutions and continually developing strategies<\/span><\/p>\n

for the best ways to reach and work with people, both inside and outside the movement driving change.<\/span><\/p>\n

Those responsible for coordination also often need to tailor their messages to the interests of the various groups they are trying to persuade to embrace change.<\/span><\/p>\n

The social change expert adds that agitation without innovation\u2014or expressing grievances without creating alternatives to the existing conditions that are worsening the problem\u2014will not be enough. <\/span><\/p>\n

Without cohesive ideas and alternative plans, the desired impact and change cannot be achieved.<\/span><\/p>\n

.<\/p>\n

Behind-the-Scenes Heroes<\/strong><\/span><\/h2>\n

After years of research and study, academics Joseph Wilson, a business management expert, and Alan L. Gletzman, a social innovation expert, together with community expert <\/span><\/p>\n

Julie Battilana concluded that all three roles necessarily involve rallying around an issue, communicating about it, organizing around it, and ultimately evaluating it. They also found <\/span><\/p>\n

that specialists need to overcome potential pitfalls by identifying them while performing any of the three leadership roles.<\/span><\/p>\n

This can be done by consistently assessing developments and emerging changes, and by understanding individual motivations and sources of power. Power may come from experts <\/span><\/p>\n

in any field, or perhaps from close contacts such as family members, friends, coworkers, or universities.<\/span><\/p>\n

This led academics to a relevant conclusion about leaders and their role in harnessing diverse sources of power as highly influential motives and catalysts for <\/span><\/p>\n

achieving the desired radical changes.<\/span><\/p>\n

.<\/p>\n

 <\/p><\/blockquote>\n

Research has also examined those working behind the scenes, whose role is crucial to the resilience of successful social movements. These movements are filled with <\/span><\/p>\n

many unsung heroes who have played key roles in mobilization, innovation, or organization, while no one knew they were there or even knew their identities. <\/span><\/p>\n

Some of them spent their lives seeking change and trying to bring it about, without living to witness that moment themselves, in <\/span><\/p>\n

\u0646\u0647\u0627\u064a\u0629 \u0627\u0644\u0645\u0637\u0627\u0641.<\/span><\/p>","protected":false},"excerpt":{"rendered":"

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