LCW Research and Documentation Component: Coproduced Material

The following materials were co-produced by Leadership for a Changing World awardees and The Research Center for Leadership in Action (RCLA), Robert F. Wagner Graduate School of Public Service, New York University.

The LCW Research and Documentation component produced leadership stories on the work of each of the 2001 and 2002 award recipients. We also produced two collections of leadership portraits featuring the 2003 and 2004 award recipient groups respectively.

The stories emerged from a collaborative process that included award recipients, their closest associates, members of their communities, and members of the Research and Documentation team at RCLA. The stories capture unique aspects of the awardees' work and highlight the achievements of the awardees and their communities. The R&D team hopes that these stories inspire others to find solutions to address their own challenges.

These materials can be found on the RCLA website

These materials can be found on the RCLA website.

Ethnographies offer in-depth and rich portraits of leadership within selected Leadership for a Changing World organizations and communities. Locally based ethnographers and awardees negotiate the research questions and design the research in ways that will contribute to the awardees’ organizational objectives and leadership practices. Therefore, each ethnography is unique in its focus, method and writing style. Some incorporate creative forms, such as photography and video, which are non-traditional forms of representation in research. They all provide detailed information about the history of organizations, their leadership dynamics, collaborations, transformations and development.

These materials can be found on the RCLA website.

Leadership Development through Popular Education: The National Day Laborer Organizing Network and the Fight for Workers’ Rights (forthcoming)

Cooperative inquiry provides a framework for participants to use their own experience to generate insights around an issue that is of mutual concern. Participants form a group, usually of about 7-8 people. They define a pressing question and agree to meet over a period of time on several occasions. During meetings, members reflect together on their work as it relates to the question.  Between meetings, members inquire into their own practice, observe their experiences and implement new actions that might help them learn something new about the question. In our inquiries, core research team member facilitate the groups to ensure that their members use the process to its full advantage. The cooperative inquiry creates new practice-grounded knowledge, deepens the participants' leadership skills, and strengthens relationships among group members.

Facilitators and group participants co-author reports to present the findings of each inquiry. Other members of our core research team also offer reflective reports on the cooperative inquiry process. These reports might be useful for practitioners who share the questions of the inquiry, or anyone interested in learning more about practitioner-oriented research.

These materials can be found on the RCLA website.

How Can We Integrate Human Rights, Social Justice, and Ecological Sustainability? (forthcoming)

How Do We Raise Money to Develop Sustainable Social Change Organizations? (forthcoming)

How Do We Build, Strengthen, and Sustain Movement-Building Organizations Led by People of Color? (forthcoming)

How Can Personal Transformation Translate Into Societal Transformation? (forthcoming)

These materials can be found on the RCLA website, unless otherwise indicated.

Dodge, J., Ospina, S., & Sparrow, R. (2004). Making partnership a habit: Margie McHugh and the New York Immigration Coalition ‘Synergos’ bridging leadership resource center. Retrieved on July 1, 2005 from http://www.synergos.org

Foldy E, Goldman, L., & Ospina, S. (in press). Framing and the role of cognitive shifts in organizational leadership.

Ospina, S., Dodge, J., Foldy, E.G., & Hofmann-Pinilla, A. (in press). Taking the action turn: Lessons from bringing participation to qualitative research. In P. Reason & H. Bradbury (Eds.), Handbook of action research (2nd ed.). London: Sage Publications.

Saz-Carranza, A., Ospina, S., & Vernis, A. (in press). Leadership in interorganizational networks. In Wankel (Ed.), Handbook of 21st Century management. London: Sage Publications.

Yorks, L., Aprill, A., James, L., Ress, A., Ospina, S., & Hoffman-Pinilla, A. (in press). The tapestry of leadership: Lessons from six cooperative inquiry groups of social justice leaders. In P. Reason & H. Bradbury (Eds.), Handbook of action research (2nd ed.). London: Sage Publications.

Celina, S., & Ospina, S. (2006). Between and across the color line: Culture of race and social change. Research Center for Leadership in Action, Robert F. Wagner Graduate School of Public Service, New York University. Manuscript in preparation.

Hofmann-Pinilla, A., Olavaria, M., & Ospina, S. (2005, November). Collective narrative, identity and leadership: A comparative analysis of immigrant worker, environmental and indigenous grassroots groups. Paper presented at the 34th Annual ARNOVA Conference, Washington, DC.

Ospina, S., & Foldy E.G. (2005, September). Toward a framework of social change leadership. Paper presented at the Annual Meeting of the Public Management Research Association, Los Angeles, CA.

Ospina, Rao, S., & Herr, M. (2006). Assests-Based Leadership: Activating Capacity for Action. Manuscript submitted for presentation at the 35th Annual ARNOVA Conference, Chicago, IL.

Ospina, S., & Saz-Carranza, A. (2005, August). Paradox and collaboration in coalition work. Paper presented at the Annual Meeting of the Academy of Management, Honolulu, HI.

To request a copy of any of the following booklets, please contact the Leadership for A Changing World Program at RCLA by email at wagner.leadership@nyu.edu or by phone at 212-992-9882.  These materials can be found on the RCLA website.