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What’s wrong with our leaders? With no measurable change in the vitalstatistic compiled by the Gallup organization for over a decade thatsome 70 percent of our employees are either not engaged or actively disengaged at work, why haven’t they done more? Haven’t they provided their employees sufficient security, lucrative benefits such as time-off, more opportunities to work from home? Haven’t they taken care of them effectively? Well, maybe it’s not about the leaders anymore. Employees aren’t necessarily looking to be taken care of. Most ofthem, given the chance and the time to gettheir confidence back, wish to participate in the enterprise through their own collective practices. When engaged in this way,the practice of leadership becomes less about what’s residing in the hearts and minds of named leaders and more about how to facilitate the dedicated activities of those doing the work.

CONCLUSION

So, in the end, it’s not about the leaders. Those of us working together on projects and enterprises of import are not reliant on the directions of a single person in authority to launch us into action. We are — if committed to our mutual endeavor — already in motion. Our leadership occurs collectively amongst us in the moment and over time as we engage in unfolding activities that change how we approach our ongoing challenges. We conclude that to find leadership, then, we must look to the practice within which it is occurring. Participants to leadership through their practices decide on what they hope to accomplish and organize the tasks that need to be performed to achieve their mission. In this leadership, we may find people talking together, acting together, thinking together, fighting together, playing together, all toward creating their own useful and sustainable outcomes. The practice approach to leadership as exemplified in this article offers many advantages to practitioners. Most potentially useful is the opportunity to spread leadership to those activities and participants where it is most needed. People don’t curtail their contributions until receiving their marching orders from the top. They act out of their own craftsmanship when and where needed. In exhibiting a necessary level of autonomy, they become collectively engaged, not because of the benefits extrinsic to the work, but because of the sheer enjoyment of accomplishment.