*
Call for Proposals*
*for *
*/The/ S/tudy and Demonstration of Integrative Leadership/*
*/
/*
In response to the need for integrative leadership across boundaries, the
center for integrative leadership offers funds in support of
scholars who explore several core questions about integrative thinking,
behavior, leadership and practice.
The /CIL Research Awards/ will annually honor scholars who are expected
to fuel and broaden integrative thinking and practice across boundaries
in their chosen field. The awards will help fund integrative leadership
research, focusing especially on important societal problems. The
research must have significant implications for both scholars /and
/practitioners.
The Center will offer two types of stipends. The *$10,000 CIL Scholar
Award* is intended for senior scholars who already have an outstanding
record of accomplishment in leadership studies or related fields. The
*$2500 CIL Leadership Award* is for junior scholars who are beginning
their work in leadership studies.
******************
*1) Eligibility for the $10,000 CIL/ Scholar Award /-- *up to 3 awarded
annually**
Scholars may apply for a $10,000 grant to carry out research. Proposals
must specify how the research will further the theory of integrative
leadership through quantitative and qualitative research and identify
research team.
2) *Eligibility for the $2500 CIL /Leadership Award/ -- *up to 5 awarded
annually**
* *
Scholars may apply for an award to investigate the application of
integrative leadership practice in their chosen field. The intended
research must be outlined in the proposal. CIL /Leadership Award/ winners
are eligible to apply for a $10,000 CIL /Scholar Award/ in a subsequent
year.
3) *Application Process*
* *
Call for Proposals: a. Submission by December 31, 2008, to be completed by
December 31, 2009
Proposal Review: Proposals will be reviewed by members of the research
subcommittee of the Center for Integrative Leadership.
*4) Background Information on Integrative Leadership*
*/ /*
*/ /*
*/a. Purpose of the Center for Integrative Leadership/*
In the 21^st century, a new vision of leadership is needed to respond to
local, regional, national, and global opportunities and challenges. More
than ever, leadership must integrate across diverse individuals; across
organizational functions, levels, and geography; across the sectors of
business, government, nonprofits, media, academia, and the community; and
across local, state, and national borders. There is a vital need today
for /integrative leadership/. There also is a vital need for scholarly
work to understand and advance the proven concepts inherent in
integrative leadership.
* *
*/b. Integrative leadership fosters collective action across boundaries
to advance the common good./*
* *
Integrative leadership is not a model or philosophy of leadership.
Rather, it is a pragmatic approach based on the recognition that the
broad problems facing individuals and groups, as well as public,
business, and non-profit organizations now and in the future, require
joint leadership by individuals and groups from multiple constituencies.
As such, the core of integrative leadership is /collective action toward
common concerns./
Integrative leadership is an emerging yet under-developed area in the
field of leadership. Relatively few scholars have done interdisciplinary
work on leadership. There is well-developed literature on business
leadership. There is literature on public leadership, particularly by
politicians or senior officials. The nonprofit governance literature
emphasizes leadership of boards and by executive directors. Little has
been written on the type of leadership that is needed to cross
boundaries to attain collective action on common concerns.
/Integrative leadership spans four levels: /
· The Individual: An individual must learn to integrate his/her
traits, intelligence, values, and other assets
· The Group: Individuals in a group must learn to integrate
across the boundaries of diversity to help the group be more than the sum
of its members
· The Organization: Groups within an organization must learn to
integrate across the boundaries of function, level, and geography
· The Society: Organizations must learn to integrate across the
boundaries of industries, sectors, and countries
/The Center has identified a number of important research questions:/
· Leadership becomes more challenging as groups with more diverse
cultures and agendas become involved. How do integrative leaders
communicate with, inspire, and mobilize diverse coalitions that cross
cultural, national, sectoral, and partisan boundaries?
· In the past, groups have remedied some difficult, complex
public problems. How have integrative leaders conceptualized, framed,
and sold the need for strategic change to solve these seemingly
intractable problems?
· Every day the world witnesses the sometimes tragic outcomes of
deep divisions and conflicts of perspectives, beliefs, and economic
interests. What is the role of integrative leadership in the management
of inter-group and intra-group conflict?
· The news often includes stories of business, government, and
nonprofit malfeasance and poor performance. What is the role of
integrative leadership in designing and building institutions that
advance the common good?
· What antecedent institutional forces and competitive
environments are most likely to promote/constrain integrative leadership?
· How do (and should) integrative leaders decide issues of timing
-- that is, how do they decide when to act, when to wait, and when to
abandon a course of action?
· How do leadership educators foster needed cognitive, social,
and behavioral complexity in leadership students?
· How do policy decisions -- at different levels -- constrain or
enhance integrative leadership?
· As with most forms of leadership, one form does not fit all
situations. In what situations is integrative leadership most
functional and in what situations is it dysfunctional?
/NOTE: Expectations of* CIL Scholars*/
* *
· Submit completed proposal by December 31, 2008;**
· Complete the proposed research work by December 2009;
· Participate when available in forums at the /Center for
Integrative Leadership/, and vigorously disseminate the research to
scholars and practitioners;
· Provide a copy of completed research to the /Center for
Integrative/ /Leadership/ and confirm that the /Center/ may publish the
research.
*
*
For more information: Contact Anna Lloyd (
lloyd100@umn.edu), center
executive director or Angela Stehr, center administration
(
stehr002@umn.edu <mailto:
stehr002@umn.edu> or 612-625-5209).