FINDING A LEADER WHO FITS: THE CASE OF THE NEW ENGLAND CENTER FOR THERAPY, TRAINING, AND RESEARCH

Abstract

When Sandra Naughton, a part-time art therapist at the New England Center for Training, Mental Health Therapy and Research was elected by her colleagues Seth, Mary, Edward, and Fred to be the center’s Executive Director, she had no idea what to do. Her colleagues thought Sandra would be the natural choice for this position given that she was the one who applied for and secured non-profit status for the organization. Sandra and her four colleagues enjoyed an open and respectful climate of communication. The team prided itself on their ‘power-sharing’ model for leadership and decision-making. Sandra liked this structure because she thought it was in line with the goals of the center. “We really do believe in the ideas (collaboration, equal voice, non-hierarchy, and non-judgment), not only for ourselves but also for our clients,” she explained. “Working together to create these things is just our whole way of being.”

But Sandra worried that the group never seemed to move ahead with their goals of securing grants, expanding their courses, and marketing the center. The group needed someone who could take charge and help the team realize their full potential. But Sandra was unsure if she was the one for the job. She was uncomfortable with her newfound power and she worried about her lack of business expertise. Even if she was willing to take control and be more directive with the team, she wasn’t sure that her colleagues would be willing to accept a traditional top-down leader.