Systemic Leadership: An Autoethnographic Account of Leading in a Nonprofit Organization

This autoethnographic study explores the application of systemic family therapy principles to executive leadership within a nonprofit organization. Drawing on nearly 2 decades of experience, including 7 years as a chief executive officer, the author integrates foundational concepts in systems theory and family therapy, such as wholeness, homeostasis, punctuation, and differentiation of self, into a reflective narrative of organizational leadership. Through retrospective analysis of personal journals, organizational artifacts, and leadership communications, the study illustrates how systemic thinking informed decision-making, relational dynamics, and organizational change. Discussion explores behavior as communication in the context of organizations and the value of narratives as meaning making forces in cooperate culture. The findings highlight the relevance of family therapy training beyond clinical settings, demonstrating how systemic therapists can lead with empathy, clarity, and contextual awareness. This work invites further inquiry into the role of family therapists in broader systems.