When people think of developing leadership in social environments, they often think of it in terms of a person developing their own skills in leadership (1) versus how the group itself executes (2). These are two different things.
In particular, in my chapter on leadership models in Social Networking for Business, it is not focused on #1 individual leadership skills, but rather on #2, how to consider what the right model is for leadership in a given social experience. As said many times before, leadership in a community experience is very different than that in individual social experiences (e.g., your own blog, or profile page).
In a way, these models are much more “tactical” in the view that they are what you might apply to one particular social environment instance (e.g. the Durian-lovers community, Rawn Shah’s blog). These tactical models may still run for years, and are not necessarily short-term—what we often equate with tactical situations.
A strategic view, on the other hand, is from the eyes someone
or some team overseeing the Enterprise 2.0 ecosystem of all the social environment
instances. In many cases, they may be looking at thousands or millions of them
within the same organization. In the strategic view, you could consider how
many applications of each of the tactical leadership models exist. This gives
you an idea of how well the people across the organization are ‘skilled’--building their skills per #1 in online social environments--in
working in particular leadership models.
From an employee’s point of view, if you have never worked in a workgroup of one particular leadership model, it takes a bit of time to learn and understand how it works. It will require it anyway, because each instance may have its own particular nuances and variances. However, my point is that the employee understands the differences in working in different such tactical leadership models, so they can contribute or lead the group more effectively.
These are the soft skills of leadership that we often talk about, but here in terms of tangible concepts.
Furthermore, from the strategic view, this also shows that you can have an effective Enterprise 2.0 collaborative system with high degrees of autonomy, without needing to completely transform the structure of your overall organization. What the employees are essentially agreeing on is that within their many online collaborative instances, they will work as agreed within each instance. The overall organization is still free to change and transform, but it is possible to be both an open social collaborative organization; yet still maintain the traditional structure, as long as both covenants allow and support each other’s approaches and needs.