Social and Behavioral Sciences Commons^™

Decentralization And Centralization In Sociocratic Organizations—Dynamics, Combinations, And Hybrid Solutions, Ted Rau, Phd

Journal of Nonprofit Innovation

The article discusses the interplay between decentralized and centralized aspects of governance in the context of decentralized self-governance and shares learnings from Sociocracy For All’s (SoFA) experience, including that decentralization is an active process that requires preparation, budget, strategy, and information can act as centralizing forces, and decentralization requires different ways of thinking about responsibility and leadership. SoFA is a young membership organization founded in 2016 promoting sociocracy, a governance system with consent-based decision-making in small groups, in nonprofits and other organizations.

Latest Research On Leadership

Journal of Nonprofit Innovation

No abstract provided.

Full Issue - Leadership

Journal of Nonprofit Innovation

“Leadership is all about changing the order of things. Machiavelli said, ‘There is nothing so difficult or so dangerous as to undertake to change the order of things.’ And that is true. It is difficult, and it is sometimes dangerous, because people resist and people are afraid. And that is why only leaders can drive change.”

“Management is the production of acceptable results within known constraints and conditions; very important. But management is not leadership.” https://ecorner.stanford.edu/videos/the-difference-between-management-and-leadership/,

Taken From Carly Fiorina, Former CEO, HP, Speech from Stanford eCorner

Associations Of Ambivalent Leadership With Distress And Cortisol Secretion, Wendy C. Birmingham, Raphael M. Herr, Frenk Van Harreveld, Bert N. Uchino, Adrian Loerbroks, Joachim E. Fischer, Jos A. Bosch

Faculty Publications

Ambivalent social ties, i.e., whereby a relationship is evaluated simultaneously in positive and negative terms, are a potential source of distress and can perturb health-relevant biological functions. Social interactions at the workplace, in particular with supervisors, are often described in ambivalent terms, but the psychological and psychobiological impact of such interactions has received little scientific attention. The current study examined associations between ambivalent attitudes towards one’s supervisor, perceived distress (general and work-related), and diurnal dynamics of the stress hormone cortisol. 613 employees evaluated their supervisor in terms of positive and negative behaviors, which was combined into an ambivalent index. Higher …