Introduction
Leadership is an important component of any successful project, especially one focused on creating ethical guidelines like ours at the Victim Centered Media Alliance. But as projects evolve and grow, so too must the approach to leadership. In many cases, relying on a single facilitator for long periods can lead to burnout, reduced motivation, and stagnation. We’ve received feedback that these effects may have led to a delay in the project. We heard you and we came together to discuss how to overcome these challenges and keep our work dynamic. That’s why we decided to introduce a rotating leadership model with one-year terms. This new approach aims to bring fresh perspectives, share the workload, and maintain momentum throughout our ongoing efforts. Here’s why rotating leadership can be a game-changer for projects like ours.
Redistributing the Workload
Managing a large, impactful project like developing ethical guidelines requires immense dedication. But no one person should bear that responsibility alone for extended periods. By rotating the leadership role every year, we can ensure that the workload is distributed more evenly. This provides each leader with the time and energy they need to focus fully on the project, while reducing the risk of burnout or neglect.
Rotating Leadership Increases Accountability and Engagement
When a new leader takes on the role each year, they bring a sense of urgency and ownership. With a limited term, they will be more likely to act decisively and stay highly engaged in pushing the project forward (Davis & Eisenhardt, 2011). This sense of responsibility, combined with fresh energy, will not only help the project achieve its goals more effectively, but it will also motivate the rest of the Alliance members to stay involved and committed (Mohrman, et. al., 1995).
Diverse Perspectives and New Ideas
Fresh leadership means new ideas. Every leader brings their unique experience, skills, and viewpoints, which can challenge the status quo and introduce innovative solutions. A rotating leadership model ensures that the guidelines are created and revised through a wide variety of lenses, keeping the process adaptive and responsive to changing needs or new ethical considerations (de Poel, 2012; Sweeney, 2024).
Fostering Collaboration with Rotating Leadership
Leadership isn’t just about making decisions—it’s about bringing people together. When leadership rotates, it encourages a collaborative culture where all participants feel they have a voice in shaping the direction of the project. By allowing different people to take the helm, we create opportunities for more inclusive decision-making and allow for diverse leadership styles that cater to the group’s needs at different stages of the project (Sweeney, 2024).
Building Stronger Leadership Skills Across the Group
Rotating leadership offers an invaluable opportunity for personal growth. With each new leader stepping into the role, they are empowered to develop leadership skills that benefit both the project and their own professional journey. Over time, this approach fosters a well-rounded, capable group of leaders, each with experience guiding complex initiatives and navigating ethical challenges (Bhatti, et al, 2021).
Ensuring Continuity and Accountability
While the leadership role may shift annually, the core vision and objectives of the project remain consistent. A well-structured handover process ensures that new leaders are well-prepared and equipped to take the reins, without losing sight of past progress or the long-term goals (Bhatti, et al., 2021). This structure reduces the risk of any disruptions and ensures that the project’s ethical guidelines remain coherent and impactful, year after year.
How We’re Implementing Rotating Leadership
Starting in 08/01/2025, the Victim Centered Media Alliance will implement rotating leadership with one-year terms. Leaders will be nominated by the Alliance members based on clear criteria—experience, commitment, and leadership potential. At the end of each term, the outgoing leader will work with the incoming leader to ensure a smooth transition.
This process will not only distribute responsibility but will also empower each leader to make their mark while ensuring that the project stays on track and continues to benefit from diverse leadership.
Why Rotating Leadership Matters
As we continue our work developing ethical guidelines, we want to ensure that the process remains fresh, motivated, and relevant. Rotating leadership provides the flexibility and focus needed to create something meaningful and sustainable. With this model, we’re excited to bring in new energy, ideas, and collaboration, driving our mission forward with a unified and committed team.
If you’re interested in learning more about this new approach or joining the effort to create a more ethical and inclusive media environment, stay tuned for more updates and opportunities to get involved.
About the Victim Centered Media Alliance
The Victim Centered Media Alliance is a project housed with The Freedom Train Project Incoroprated. It consists of a collaborative network of content creators, journalists, filmmakers, and advocates committed to ethical storytelling that centers survivors’ voices and lived experiences. We believe that responsible media plays a crucial role in shaping public understanding and supporting healing. By upholding trauma-informed, consent-driven practices, our alliance works to promote dignity, accuracy, and justice in all forms of media representation.
References
Bhatti, S.H., Kiyani, S.K., Dust, S.B. and Zakariya, R. (2021), “The impact of ethical leadership on project success: the mediating role of trust and knowledge sharing”, International Journal of Managing Projects in Business, Vol. 14 No. 4, pp. 982-998. https://doi.org/10.1108/IJMPB-05-2020-0159
Davis, J. P., & Eisenhardt, K. M. (2011). Rotating Leadership and Collaborative Innovation: Recombination Processes in Symbiotic Relationships. Administrative Science Quarterly, 56(2), 159-201. https://doi.org/10.1177/0001839211428131
Mohrman, S. A., Cohen, S. G., & Morhman, A. M., Jr. (1995). Designing team-based organizations: New forms for knowledge work. Jossey-Bass.
de Poel, F., Stoker, J. I., & van der Zee, K. (2012). Leadership and organizational tenure diversity as determinants of project team effectiveness. Academy of Management Proceedings, 2012(1), 11053. https://doi.org/10.5465/AMBPP.2012.11053ABSTRACT
Sweeney, A. (2024). Sharing the Leadership Space: Toward a Contextual Understanding of Shared Leadership Patterns in Organizational Teams. Journal of Leadership & Organizational Studies, 31(2), 166-191. https://doi.org/10.1177/15480518241246026