Harvard Kennedy School
Sergio Caredda
Dreier, L., Nabarro, D., & Nelson, J. (2019). Systems Leadership for Sustainable Development: Strategies for Achieving Systemic Change (Harvard Kennedy School). https://www.hks.harvard.edu/sites/default/files/centers/mrcbg/files/Systems%20Leadership.pdf
Description:
This model has been created by Harvard Kennedy School in the framework of an initiative aimed at defining a Leadership Model integrated with the UN’s Sustainable Development Goals. “Transforming a complex system – such as the energy, health or food system – is a monumental task requiring coordinated action by people with very different viewpoints. Systems-change initiatives often engage hundreds of organizations – governments, companies, civil society organizations, worker associations, research institutions and others – combining their capacities to achieve a shared goal.
These large-scale initiatives are often driven and supported by people who fit a certain profile – those who are able to catalyze and empower collective action among others, rather than controlling or directing the action themselves. These people are increasingly described as systems leaders.” (Dreier, Nabarro and Nelson, 2019b)
The model integrates three lenses: System, Community and the Individual. And is developed upon many successful stories, especially deriving from NGOs and their successful actions. It is for this reason that I am listing this model under the Purpose oriented category, as there is a strong sense of direction needed to succeed in becoming System Leader.
“Systems leaders apply an unusual combination of skills and attributes to mobilize large-scale action for systems change. Like many leaders, they tend to be smart, ambitious visionaries with strong skills in management and execution. Unlike traditional leaders, they are often humble, good listeners, and skilled facilitators who can successfully engage stakeholders with highly divergent priorities and perspectives. Systems leaders see their role as catalyzing, enabling and supporting widespread action – rather than occupying the spotlight themselves”. (Dreier, Nabarro and Nelson, 2019b)
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