Leadership and Power in Fostering a Collaborative Community in a Non-Profit Professional Organization

This article provides an account of first-person action research used for organization development in an all-volunteer professional organization. During a 12-month period, members sought to build a collaborative community out of a formerly defunct group. As part of this project, the group’s leader conducted a self-study by examining his role in exercising power while leading the group in building a collaborative community. Although the goals to collaborate and explore power relations originate in different philosophical perspectives, they were combined with moderate success in this project. An ongoing theoretical analysis of the challenges in using this approach illustrates the complications of combining collaborative approaches with the exploration of power.