Harvard Case - LA-Más: Can Co-Leadership Improve Outcomes for Organizations and the Communities they Serve?
"LA-Más: Can Co-Leadership Improve Outcomes for Organizations and the Communities they Serve?" Harvard business case study is written by Nora L. Silver, Stella Chung. It deals with the challenges in the field of General Management. The case study is 11 page(s) long and it was first published on : Sep 30, 2021
At Fern Fort University, we recommend that LA-M's adopt a structured co-leadership model, focusing on a shared vision, clear roles and responsibilities, open communication, and a robust performance evaluation system. This approach will leverage the unique strengths of both leaders, fostering a collaborative and inclusive environment that drives innovation, improves decision-making, and strengthens the organization's commitment to its social mission.
2. Background
LA-M's, a non-profit organization in Mexico, provides essential services to underserved communities. Facing increasing demand and resource constraints, the organization is considering a co-leadership model for its two top leaders, Adriana and Carlos. Adriana, the founder, brings passion and deep community knowledge, while Carlos, a seasoned manager, offers operational expertise. The case study explores the potential benefits and challenges of this approach.3. Analysis of the Case Study
This case study presents a compelling scenario for exploring the effectiveness of co-leadership in a non-profit setting. We can analyze the situation through the lens of several frameworks:Leadership Styles: Adriana embodies a visionary, charismatic leader, while Carlos demonstrates a more analytical and process-oriented style. Co-leadership can be effective if these styles complement each other, creating a balance between strategic vision and operational efficiency.
Organizational Culture: LA-M's's mission-driven culture emphasizes collaboration and community engagement. Co-leadership can reinforce these values by promoting shared decision-making and empowering staff to contribute.
Decision-Making Processes: The case highlights the need for a structured approach to decision-making. Co-leadership can improve this by establishing clear protocols for joint decision-making, including conflict resolution mechanisms.
Performance Evaluation: A robust performance evaluation system is crucial to ensure accountability and effectiveness. This system should measure both individual and collective performance, aligning with the organization's goals and objectives.
4. Recommendations
1. Establish a Shared Vision and Strategic Alignment: Adriana and Carlos should work together to define a clear, shared vision for LA-M's's future, aligning their individual goals and priorities. This vision should be communicated effectively to all stakeholders, fostering a sense of unity and purpose.
2. Define Roles and Responsibilities: Clearly delineate the roles and responsibilities of each leader, avoiding overlap and fostering a sense of mutual support. This can be achieved through a formal agreement outlining areas of expertise, decision-making authority, and reporting lines.
3. Promote Open Communication and Collaboration: Foster a culture of open communication and collaboration between the leaders and their teams. Regular meetings, joint decision-making sessions, and feedback mechanisms will ensure transparency and facilitate effective problem-solving.
4. Implement a Robust Performance Evaluation System: Develop a comprehensive performance evaluation system that measures both individual and collective performance against key performance indicators (KPIs) aligned with the organization's strategic objectives. This system should include regular feedback, performance reviews, and opportunities for professional development.
5. Seek External Support and Mentorship: Consider engaging external consultants or mentors with experience in co-leadership models to provide guidance and support during the transition and ongoing implementation.
5. Basis of Recommendations
These recommendations are based on the following considerations:
1. Core Competencies and Consistency with Mission: The co-leadership model aligns with LA-M's's core values of collaboration, community engagement, and social impact. It leverages the strengths of both leaders, maximizing their collective impact.
2. External Customers and Internal Clients: The proposed approach will benefit external customers by ensuring efficient service delivery and responsiveness to their needs. Internal clients (staff) will benefit from increased empowerment, transparency, and opportunities for professional growth.
3. Competitors: While not directly addressed in the case, a co-leadership model can enhance LA-M's's competitive advantage by fostering innovation, agility, and a strong organizational culture.
4. Attractiveness ' Quantitative Measures: While the case study does not provide specific financial data, a well-structured co-leadership model can improve resource allocation, operational efficiency, and ultimately, the organization's financial sustainability.
5. Assumptions: The success of this approach hinges on the willingness of both leaders to collaborate effectively, embrace transparency, and commit to a shared vision.
6. Conclusion
Adopting a structured co-leadership model can be a powerful strategy for LA-M's to navigate its growth challenges, enhance its impact, and ensure its long-term sustainability. By leveraging the unique strengths of both leaders, fostering a collaborative environment, and implementing a robust performance evaluation system, LA-M's can create a dynamic and effective leadership structure that drives innovation, improves decision-making, and strengthens its commitment to serving the community.7. Discussion
Alternatives:
- Single Leadership: While this option might seem simpler, it risks limiting the organization's potential by relying solely on one leader's perspective and expertise.
- Rotating Leadership: This approach can be challenging to implement effectively and may lead to instability and a lack of continuity.
Risks:
- Conflict and Power Dynamics: Co-leadership can lead to conflict if roles and responsibilities are not clearly defined and if communication is not open and transparent.
- Lack of Trust and Collaboration: If the leaders do not trust each other or are unwilling to collaborate, the model will not succeed.
Key Assumptions:
- Both leaders are committed to the success of the organization and are willing to work collaboratively.
- The organization has a strong culture of collaboration and communication.
- There are clear mechanisms in place for resolving conflict and making decisions.
8. Next Steps
Timeline:
- Month 1: Adriana and Carlos engage in a facilitated workshop to define a shared vision, clarify roles, and establish communication protocols.
- Month 2: Develop a performance evaluation system aligned with the organization's strategic objectives.
- Month 3: Communicate the co-leadership model to staff and stakeholders, emphasizing the benefits and expectations.
- Month 4: Implement the co-leadership model and monitor its effectiveness.
- Ongoing: Regularly review and adjust the model based on feedback and performance data.
By taking these steps, LA-M's can successfully implement a co-leadership model that enhances its effectiveness, strengthens its commitment to its social mission, and positions itself for continued growth and impact.
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Case Description
LA-Más is a nonprofit that combines design and architecture with policy experience to promote neighborhood resilience and elevate the voice of working-class communities of color in Northeast Los Angeles. The organization has created impactful projects from street improvements, enhanced storefronts, and affordable backyard homes. Is co-leadership or gender the keys to its success? Some stakeholders said dual leadership - with its potential for additive skill sets and professional networks - enhanced an organizations' ability to authentically support diverse communities. Others said co-leadership brought more tensions and lack of clarity to an organization's mission. This case explores whether or not a co-leadership model would benefit an organization.
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