CDCs thrive on that special quality of vision, the ability to look out at a block of blighted buildings and imagine a new employment center, a book store, a health clinic. Young CDCs need to complete projects to build a track record of success. The traditional CDC leadership model is not always so effective as a group begins to mature, gain expertise, and widen its community responsibilities. The entrepreneurial leader typically builds the organization around his or her specific relationships. These become hard to sustain as the CDC s activities expand.
Most entrepreneurs use a command and control leadership style.
But this approach can be a drawback in today s networked economy, which places a premium on working collaboratively, forging alliances, and sharing information widely among many people who make decisions for the organization. The single most important is dispersion of leadership. In this new configuration, staff teams handle most projects and activities, since they are the most knowledgeable, and ultimately accountable to the particular constituency or project. The executive director does not delegate functions while maintaining overall project control. Instead, the team is responsible - and staffed with people who can get the job done.