Leading in tension

Khelsilem reflects on his most valuable lesson from his first term of a Masters of Public Administration, and he hones in on insights from the Competing Values Framework relating to how good leadership holds tensions :

At the individual level, CVF is quietly demanding. It suggests that many leaders are not under-skilled, but over-specialized. Under pressure, they default to familiar patterns—control, inspiration, competition, or care. Leadership development, through this lens, is about expanding range: being able to support without avoiding accountability, to drive results without burning people out, to innovate without destabilizing the system.

Frameworks that help people hold tensions are useful in complexity. There are many, and here’s a collection of them from Diane Finegood who taught the Semester in Dialogue at Simon Fraser University. They can all be useful depending on context, needs, and intentions.