Singapore University of Social Sciences

The non-profit sector is one that is currently highly fragmented with many non-profit organisations operating in silo. As the growing non-profit sector take time to mature, the onus lies in non-profit leaders’ abilities and desires to do good together, prudently and speedily, because beneficiaries can be better served. To reach a state of highly productive and meaningful collaboration entails a new perspective of leading within and across sectors. Leaders can start by taking personal ownership of driving collective impact and moving away from an attitude of delivering services in silo. To do this well, leaders are to have a system view of how politics, economics, and societal impact are interlinked and how that determines information collection, sharing, and flow. The quest for accurate information requires a set of virtues representing an enduring spirit, such as curiosity in inquiries, humility in accepting differences, and courage to pursue truth. NPM526 Leadership for Collective Impact covers the three topics of how leaders can evolve in their Systems Thinking, Information Sensing, and Shared Virtues. As a baseline for pursuing these three leadership practices, two subjects will be covered in-depth: “Understanding Leadership Behaviours” and “Getting to a Collective Purpose.”