The current context for social leadership

At Clore Social we know good leadership is essential for social change. Leadership development is a lifelong journey, and we need to be ready to learn, adapt and change. Everyone is a leader, so we know by supporting and challenging one another, leaders can have collective impact. 

Good leadership is relational, democratic, and inclusive. It is a social process that draws on the different expertise and knowledge of multiple actors, with and without formal position. This view of leadership is particularly relevant to the social sector where leadership is distributed between, and based on the interactions of, trustees, the CEO, employees, and stakeholders.

There are contextual and operational factors that shape leadership in the social sector. This includes working with volunteers; the complexities of engaging a wide and diverse set of stakeholders from trustees and staff to service users and the public; the emotional challenges of working with those most in need; an emphasis on vision and values; and the dual bottom line of impact and financial rigour.  

What context are social leaders operating in?

As we adapt and learn to live with the virus, the wider impact of the pandemic continues to emerge. In this context social leaders must grapple with high levels of uncertainty. Key trends include: 

‣ Financial sustainability at risk: generating income was a challenge for voluntary sector organisations before the pandemic and it remains a key concern. Key shifts such as a decline in face-to-face fundraising mean organisations must innovate to stay afloat.

‣ Rapid digital change: the pandemic accelerated digital change in many organisations – reshaping everything from service delivery to fundraising. However, associated risks such as loss of human connection and cyber security are becoming clearer.

‣ Economic and human impact of the pandemic: poverty and inequalities have deepened. Increases in the cost of living and rate of inflation mean doing business is more expensive. Meanwhile, demand for services is high and increasing. Voluntary sector staff are vulnerable to burnout and poor mental health.

‣ Climate crisis, racial justice, and inequality: there is recognition that these are no longer “cause areas”. They must be lenses to view everything. Leaders must seek to ensure not just that they do no harm but that everything they do makes a contribution towards tackling these complex issues. 

‣ Evolving relationship with government: The pandemic exposed tensions in roles. An increase in public service delivery has led to questioning of the voluntary sector’s ability to raise voice and challenge. Sector infrastructure is weak and confidence in government support is low.

‣ Momentum locally: during the pandemic communities came together with mass mobilisation of local volunteers, groups, and networks. There is an opportunity for voluntary sector organisations to build on this momentum, revitalising/strengthening community connections.

As part of our ongoing commitment to supporting leaders in the social sector, we will be using this research as a starting point for a wider conversation for how to bring about change. Check back for updates on how we will be supporting social leaders or subscribe to our newsletter.