Four key elements for supporting effective community leadership

Following on from our latest research seminar, Jack Loughnane, senior quantitative researcher at Local Trust, reflects on the panel’s discussion and the key elements needed to support and develop effective community leadership. 

In November, we held the fifth event in our series of research seminars, ‘Supporting effective community leadership’, bringing together attendees from universities and research institutes, charities, socially motivated companies, and government ministries.  

The seminar explored the topic of community leadership, drawing on the expertise of researchers from different academic disciplines and research contexts.  

The topic was inspired by the Community Leadership Academy (CLA). Created by Local Trust in partnership with Koreo, The Young Foundation and Northern Soul, the academy was launched in 2020 to support volunteers in Big Local communities to develop leadership skills for the benefit of the whole community. 

Over the course of the seminar, four key elements emerged as essential for supporting effective community leadership – now and in the future: 

1. Listen to the language used by community members 

Carol Jacklin-Jarvis, visiting research fellow at The Open University, was an advisor on the CLA’s evaluation team.  

Carol reflected on learning from the academy and highlighted the importance of using accessible language. For example, when speaking about leadership, people tend to count themselves out as they don’t identify as leaders.  

In this context, the question of what it means to be leading in the community is different to what it means to be a leader in the community, and people are more comfortable with reflecting on what it means to be ‘leading’ in this context.  

Carol proposed the solution of listening to the language community members are using, an approach that can improve the impact of community leadership interventions by ensuring greater community representation in leadership roles. 

As well as reflecting on language, Carol highlighted the importance of putting in place sufficient resources to tackle structural challenges, to truly shift power dynamics within communities. 

One of the key takeaways from the event was the need to shift perceptions of leadership, by embracing the concept of ‘leading’ rather than focusing solely on traditional notions of ‘leaders.’”

2. Recognise community leaders 

Mari Martiskainen, Professor of Energy and Society at the University of Sussex, discussed findings from her work on grassroots leadership in community energy projects. These are defined as renewable energy projects – such as wind, solar or geothermal energy production – that are owned and operated by community members.  

Mari outlined how, in such projects, fairness is a key aspect and community members must lead on decision-making. However, identifying those who can take on leadership positions is not always easy.  

Mari discussed some of the key skills required to lead effectively in this context. Community energy leaders are generally passionate about tackling climate change, but they also require a diverse set of skills. Community energy is tricky and cannot be done alone, so having the people skills to engage other community members is vital.  

Leaders also need to be politically savvy; to secure competitive funding; and to navigate local and national bureaucratic processes. Finally, community energy leaders need to be resilient for community energy projects to maintain momentum. 

While opportunities for leadership training in this sector are becoming more common, Mari identified that the key to sustainable leadership support is for it to be recognised as a job and to move beyond the reliance on volunteers. 

3. Deliver inclusive and accessible community leadership 

Finally, Sarabajaya Kumar, Associate Professor in Voluntary Sector Policy and Leadership at University College London, asked what a system that delivers inclusive and accessible community leadership support looks like.  

Sarabajaya drew on her experiences as a researcher, but also as a community public health worker and leader in the non-profit organisation Impatience Ltd, who support and host innovative public benefit projects.  

Sarabajaya’s presentation highlighted that while communities can be collaborative, they can also face conflict and competition, which must be managed. Sarabajaya also argued that leadership should embody ethical and servant principles, prioritising the wellbeing of others and ensuring accountability to the community.  

Sarabajaya also tackled the concept of power, arguing that it inherently belongs to communities, and external actors should serve and support them rather than impose agendas. For Sarabajaya, the key to supporting in an inclusive and accessible way is first asking communities if they need help and then asking them what that help is.  

4. Support community leadership in the future 

Audience members were keen to learn more about the panel’s suggestions for successfully supporting community leadership in the future.  

• The panel reflected collectively on the importance of adequate resources and long-term planning, arguing that – for community leadership to continue to develop – the government must be a major funder and strategic planning needs to look decades into the future, rather than taking short-term views dictated by election cycles

• The panel also provided practical advice on identifying future community leaders, suggesting that engaging with young people as early as possible, and in as many ways as possible, is key. They proposed that this was done through schools and should happen in tandem with investment in community development and capacity building at community level. 

Empowering inclusive community leadership 

One of the key takeaways from the event was the need to shift perceptions of leadership, by embracing the concept of ‘leading’ rather than focusing solely on traditional notions of ‘leaders’, to support more individuals to recognise their potential to contribute meaningfully to their communities.  

Accessible language and clear communication are essential for broadening participation and ensuring diverse voices are heard – and success in this area will be dependent on sufficient government investment and long-term planning. 

Read more on the topic of community leadership: 

• Spheres of community influence: Understanding the long-term impact of the Community Leadership Academy, Baker, L., Jacklin-Jarvis, C., Usher, R. (2024) 

• Community Action for the Environment: Small enough to care, big enough to make a difference, Anderson, Z., Parnaby, J., & Woodall, J. (2020) 
• Ethical Leadership in Conflict and Crisis: Evidence from Leaders on How to Make More Peaceful, Sustainable, and Profitable Communities, Miklian, J., and Katsos, J. E. (2024) 
• Mentorship Through the Lens of Servant Leadership: The Importance of Accountability and Empowerment, Norris, S., Sitton, S., & Baker, M. (2017)  

• 1 in 5 local government managers question senior leadership’s effectiveness, say they are plagued by low morale and recruitment problems, Social Market Foundation (2024)  

• The role of community leadership in the development of grassroots innovations, Martiskainen, M. (2017)   

You can download Carol Jacklin-Jarvis’s research on Open Research Online. Further information is also available on the Centre for Voluntary Sector Leadership website. 

Join us for our next research seminar on social capital 

Our next seminar will explore perspectives on social capital and ask the question: To what extent is social capital an important factor in community resilience and positive change?  

The event will take place on 11 March at Toynbee Hall in London. To attend, please register on Eventbrite or email research@localtrust.org.uk