Leadership in Social Enterprise: How to Manage Yourself and the Team
For social entrepreneurs building and growing their companies, the understanding and practice of leadership are critical for their organization’s long-term success. They also must overcome myriad challenges, including the constant balancing act to protect the social mission while striving for growth and commercial success, the combination of volunteers and paid staff within the same organization, and the high expectations from a wide variety of stakeholders regarding their integrity, accountability and openness for stakeholder participation.
Based on in-depth interviews and case studies, as well as a global survey conducted by the Schwab Foundation for Social Entrepreneurship, the Leadership in Social Enterprise manual serves aims to support the founders and chief executive officers of social enterprises by providing advice that is tailored to the realities of mission-driven organizations at various stages of their development.
We would like to thank the members of the Schwab Foundation Social Entrepreneurs’ Task Force for their contributions to this collaborative effort: Andreas Heinecke, Founder and Chief Executive Officer, Dialogue Social Enterprise, Germany; Reed Paget, Founder and Managing Director, One Earth Innovation, United Kingdom; Bart Weetjens, Director, APOPO, Belgium; Sarah Mavrinac, Founder, aidha, United Arab Emirates; and Timothy Ma Kam Wah, Member, Committee to the Board, Senior Citizen Home Safety Association, Hong Kong SAR.
This manual would not have been written without the crucial support of Magdalena Kloibhofer from the EBS Business School and Anna Krzeminska from Leuphana University/University of Queensland. We would also like to thank both researchers for their close collaboration with the Social Entrepreneurs’ Task Force through regular calls, interviews and a survey to compile this manual. We hope this manual on leadership in social enterprises provides a practical tool “from social entrepreneurs for social entrepreneurs” to better cope with key leadership challenges and that it facilitates a fruitful exchange within the social enterprise community. However, it is only as useful as you find it. Please send us your feedback to incorporate into subsequent versions.
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