Investing in leadership rooted in purpose is not just good for performance – it’s essential for building a more equitable and sustainable future.
Leadership development is no longer just about driving performance – it’s about doing so while staying firmly rooted in purpose. That’s why training and development strategies within this space must go beyond traditional corporate models to create well-rounded, values-driven leaders.
Leadership in a social enterprise means more than managing teams or achieving KPIs. It calls for emotional intelligence, empathy, and a strong alignment with the organisation’s core values. Training programmes should therefore extend beyond technical skills to include reflective practice, ethical decision-making, and community engagement.
Workshops, coaching, and peer learning can support leaders in building resilience, navigating uncertainty, and leading with authenticity. Storytelling and lived experiences also serve as powerful tools in reinforcing the mission and helping leaders stay connected to the bigger picture. When leaders understand the “why” behind their work, they’re better placed to inspire others, nurture strong teams, and make long-term, sustainable decisions.
Crucially, development should consider the communities that social enterprises serve. Training must include tools to engage with those communities meaningfully, ensuring that leadership is not only effective but also inclusive and accountable.
By applying a social impact lens to leadership development, social enterprises can cultivate a new wave of change makers – those who lead with both strategy and compassion. This approach strengthens internal culture and drives meaningful external impact, laying the foundation for lasting, systemic change.
References
Bornstein, D. and Davis, S., 2010. Social Entrepreneurship: What Everyone Needs to Know. Oxford: Oxford University Press.
Corner, P.D. and Ho, M., 2010. How opportunities develop in social entrepreneurship. Entrepreneurship Theory and Practice, 34(4), pp.635–659.
Grant, A., 2013. Give and Take: A Revolutionary Approach to Success. New York: Viking.
Ready, D.A. and Conger, J.A., 2007. Make your company a talent factory. Harvard Business Review, 85(6), pp.68–77.