Meta-leadership is a leadership framework for strategically linking the efforts of different organizations or organizational units to “provide guidance, direction, and momentum across organizational lines that develop into a shared course of action and commonality of purpose among people and agencies that are doing what may appear to be very different work.”
The framework was developed by Dr. Leonard J. Marcus and Dr. Barry Dorn of the National Preparedness Leadership Initiative (NPLI). It is derived through observation and analysis of leaders in crisis circumstances starting with the September 11 attacks in the U.S. It has subsequently been distilled for more general application.
Meta-leadership is focused on cross-cutting leadership that generates connectivity among disparate stakeholders. Leadership refers to the recognized or expected span of authority that a person has in his or her formal role. Meta-leadership is leadership employing influence over authority. Meta-leaders seek to influence and activate change well above and beyond established lines of their decision-making and control. These leaders are driven by a purpose broader than that prescribed by their formal roles, and are therefore motivated and capable of acting in ways that transcend usual organizational confines.
A meta-leader is a leader of leaders, who mobilizes people and organizations to collaborate in times of crisis.
When disaster strikes, meta-leaders reach across organizations and sectors to build cross-cutting strategies to protect the safety of their families, businesses and communities. They exchange information, share resources and coordinate systems and personnel. They use their influence and connections to guide a cooperative course of action.
Being a meta-leader requires a unique mindset and skill set, which often goes beyond the scope of an individual's previous experiences. And it requires building strong alliances with a diverse array of leaders before an event occurs.
Meta-leadership is particularly valuable in situations where the leader must rely on more influence than authority and where one must lead beyond traditional organizational boundaries.
There are five dimensions of the meta-leadership framework:
The Person of the Meta-Leader
This first component of meta-leadership requires self-awareness and self-regulation so that one is leading intentionally with balance, discipline, and direction. One looks at one's individual strengths, weaknesses, and biases with an emphasis on emotional intelligence.
The Situation
The meta-leader must form an accurate picture of the situation to include the nature of the problem, the culture, the context, and what is occurring - and articulate this to those involved.
Leading the Silo
The leader must enable his or her individual silo to achieve maximum effectiveness. One does this by empowering those within and giving them the tools to become more effective.
Leading Up
One must understand the expectations and priorities of one’s superiors and deliver against them appropriately. This may mean influencing that superior toward an appropriate solution or resolution of the situation.
Leading Connectivity
One must be able to step out of their silo and effectively engage other silos -- either within one's own organization or in others -- in seeing the overall mission and working together to accomplish it.
A meta-leader is a leader of leaders, who mobilizes people and organizations to collaborate in times of crisis.
When disaster strikes, meta-leaders reach across organizations and sectors to build cross-cutting strategies to protect the safety of their families, businesses and communities. They exchange information, share resources and coordinate systems and personnel. They use their influence and connections to guide a cooperative course of action.
Being a meta-leader requires a unique mindset and skill set, which often goes beyond the scope of an individual's previous experiences. And it requires building strong alliances with a diverse array of leaders before an event occurs.
Meta-leadership is particularly valuable in situations where the leader must rely on more influence than authority and where one must lead beyond traditional organizational boundaries.
There are five dimensions of the meta-leadership framework:
- The Person of the Meta-Leader
- The Situation
- Leading the Silo
- Leading Up
- Leading Connectivity
The Person of the Meta-Leader
This first component of meta-leadership requires self-awareness and self-regulation so that one is leading intentionally with balance, discipline, and direction. One looks at one's individual strengths, weaknesses, and biases with an emphasis on emotional intelligence.
The Situation
The meta-leader must form an accurate picture of the situation to include the nature of the problem, the culture, the context, and what is occurring - and articulate this to those involved.
Leading the Silo
The leader must enable his or her individual silo to achieve maximum effectiveness. One does this by empowering those within and giving them the tools to become more effective.
Leading Up
One must understand the expectations and priorities of one’s superiors and deliver against them appropriately. This may mean influencing that superior toward an appropriate solution or resolution of the situation.
Leading Connectivity
One must be able to step out of their silo and effectively engage other silos -- either within one's own organization or in others -- in seeing the overall mission and working together to accomplish it.
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