ABSTRACT
This chapter draws on examples of practices in different conservation contexts to bring perspectives on the practice of conservation leadership and the design (or redesign) of organisations. By observing these cases, the reader will ‘see’ the relevance of leadership practice, enabling the subsequent chapters to be considered in the light of actual conservation practice. In this way, new ideas seem less ‘theoretical’. Work design relating to organisation purpose is described to show how improvement enables people and teams to have the right priorities and be more effective in their use of resources. Various examples illustrate how the well-being of staff and practical actions which enhance loyalty and retain skills, experience, and commitment in the team suit various sociopolitical contexts. The development of independence in staff members to match the needs of work or collaboration where both team effort and partnerships are required are presented. The engagement of local community support through consistent patterns of day-to-day interactions (rather than just initiatives and events) is discussed, showing how the leader influences these outcomes. Contexts include remote work by field scientists, group work with operational patrols, engaging community volunteers, captive breeding facilities, and influencing partner organisations.
