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  1. Kathryn S Quick

  1. Humphrey School of Public Affairs, University of Minnesota, Minneapolis, MN, USA
  1. Kathryn S Quick, University of Minnesota, 130 Humphrey School, 301 19th Avenue South, Minneapolis, MN 55455, USA. Email: ksquick{at}umn.edu

Abstract

This paper analyzes how collective leadership develops from more individualistic leadership through ethnographic analysis
of the rise of urban environmental stewardship in Grand Rapids, Michigan. Longitudinal analysis of a 30-year period reveals
how leadership shifted from being highly individualistic, to become more pluralistic, and ultimately more collective. I demonstrate
how specifying the location of leadership action in the case addresses ambiguity regarding the definitions of and distinctions
among collective, plural, and integrative leadership. I identify two processes that helped to relocate leadership from more
individualistic to increasingly collective, emergent spaces, namely fueling a public imaginary and organizing inclusively.
These processes were central to connecting and mutually advancing collective leadership and collective impact.

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Locating and building collective leadership and impact