“Like many other concepts, Constellation Leadership shares attributes with other theories. But, unlike other academic models, none (that the author can locate) have studied the idea that the enabling, catalytic and directional roles of a leader could be replaced with a purposeful culture.
In a non-academic context, the idea of constellations is not unique.
Following a disaster, people will coalesce around a purpose (e.g., “We need to save lives”) and play to their individual strengths, as part an ad-hoc and fluid group. This is not just in-the-moment volunteer responses to the disaster itself. After the September 11th attacks, New York crime reduced and increased social altruism (i.e., helping neighbours) continued for several weeks post-event.
These phenomena, combined with the author’s experience of culture and engagement, sparked the interest that has developed into this pioneering step to describe this nascent theoretical model.
The foundation – though unfirm – has been set. The framework is feasible, interesting, novel, ethical and relevant. The potential benefits are noteworthy.
As contemporary organisations struggle to handle the changes in contemporary working approaches, demands and risks, Constellation Leadership might provide an opportunity to revolutionise how we lead today.”
– Extract from my thesis on Constellation Leadership
This model proposes that a traditional leader could be replaced by a purposeful culture
