The Value of Voice in Shared Leadership and Organizational Behavior

In the worlds of education and business, there is a disconnect between stakeholders, their roles and responsibilities in guiding and leading organizations in a shared leadership model. Currently, leaders have a conceptual understanding of shared leadership but lack the tools to effectively guide their staff in enacting the dynamic exchange of ideas and voice among all members of the organization to promote the development of a strategic plan focused on best outcomes. 

In the world of education and business, there is a disconnect between stakeholders, their roles and responsibilities in guiding and leading organizations in a shared leadership model. Currently, leaders have a conceptual understanding of shared leadership but lack the tools to effectively guide their staff in enacting the dynamic exchange of ideas and voice among all members of the organization to promote the development of a strategic plan focused on best outcomes.

There is a disconnect between the perceived and actual value of shared leadership on affecting change in an organization / educational institution. In The Value of Voice in Shared Leadership and Organizational Behavior Jamey Long and Joseph Pisani demonstrate that the members of an organization or educational institution at any level do not possess sufficient understanding or resources related to the dynamic of shared leadership and the value of voice (VoV) in determining what is known, what the plan will be and the action(s) step(s) each is responsible for completing to form a symbiotic relationship within all levels of the organization/ educational institution. 

The VoV Model will build on previous models but will improve the process by creating a duality of flow of understanding and actionable steps to create for the organization/institution its best outcomes. Previously, business and education models or structures primarily focused on a top-down leadership approach. The VoV drives the Know, Plan, Act of shared leadership in a way where the leaders can share with their staff while allowing the Know, Plan, Act of the staff to symbiotically interface through the learning of roles with all the leaders. Therefore, leaders/administration and staff/employees must learn their roles to create an enclosing symbiotic organization. Finally, the cornerstone principle of the VoV is to build a strong foundation of shared leadership and voice within the organization/institution so that all stakeholders (including students, workforce, outside businesses) can benefit from a higher quality resource due to the new cohesive mission and vision.