 | This article appears to contain a large number of buzzwords .(February 2012) |
Collaborative leadership is a management practice which is focused on leadership skills across functional and organizational boundaries.
| This article appears to contain a large number of buzzwords .(February 2012) |
Collaborative leadership is a management practice which is focused on leadership skills across functional and organizational boundaries.
The phrase collaborative leadership (specifying a particular type of public sector leadership) first appeared in 1992 with the founding of the Institute for Collaborative Leadership (a USA-based nonprofit serving the public sector) and later in the 1990s in response to the twin trends of growth in strategic alliances between private corporations, and the formation of long-term public private partnership contracts to rebuild public infrastructure.[ citation needed ]
Kurt Lewin was first to apply cooperative system in scientific method in 1947 about individual nutrition in the United States. [1]
In her 1994 Harvard Business Review article "Collaborative Advantage", Rosabeth Moss Kanter addressed leaders who recognize that critical business relationships exist "that cannot be controlled by formal systems but require (a) dense web of interpersonal connections". [2] In their book published that same year, Chrislip and Larson looked at the attributes of great civic leaders in communities across the US and found some similar attributes. "Collaboration needs a different kind of leadership; it needs leaders who can safeguard the process, facilitate interaction and patiently deal with high levels of frustration" [3]
In 2013, Harvard Business Review [4] authors Nick Lovegrove and Matthew Thomas (co-founders of The InterSector Project [5] ), explore the complex relationship between the business, government and social sectors as it relates to said sectors role in addressing society's most pressing challenges; issues such as managing resource constraints, controlling health care costs, training the twenty-first-century workforce, developing and implementing smart-grid and intelligent-urbanization technologies, and stabilizing financial systems to foster sustainable economic growth. Their research suggests that the future of collaborative leadership depends on the ability of leaders to engage and collaborate with the business, government and social sectors (see below for the distinguishing characteristics of such leaders). [4]
Hank Rubin, author and founder of the Institute for Collaborative Leadership, has written "A collaboration is a purposeful relationship in which all parties strategically choose to cooperate in order to accomplish a shared outcome." In his book Collaborative Leadership: Developing Effective Partnerships for Communities and Schools, Rubin asks "Who is a collaborative leader?" and answers "You are a collaborative leader once you have accepted responsibility for building - or helping to ensure the success of - a heterogeneous team to accomplish a shared purpose . Your tools are (1) the purposeful exercise of your behavior, communication, and organizational resources in order to affect the perspective, beliefs, and behaviors of another person (generally a collaborative partner) to influence that person's relationship with you and your collaborative enterprise and (2) the structure and climate of an environment that supports the collaborative relationship." [6]
Rubin and Brock distinguish collaborative leadership from collective impact, defining the latter as "...(beginning) when we, as a community, agree to a set of shared outcomes and then, individually, return to our home organizations and work with our staffs, boards, and volunteers to figure out what we - individually and organizationally - can best do to achieve those shared goals." [7] Collaborative leadership is how we align and integrate across organizations.
David Archer and Alex Cameron, in their 2008 book Collaborative Leadership: How to succeed in an interconnected world, identify the basic objective of the collaborative leader as the delivery of results across boundaries between different organisations. They say "Getting value from difference is at the heart of the collaborative leader's task... they have to learn to share control, and to trust a partner to deliver, even though that partner may operate very differently from themselves." [8]
Providing further exploration, in his 2015 book Enabling Collaboration – Achieving Success Through Strategic Alliances and Partnerships ISBN 9780986079337, Martin Echavarria argues that Collaborative Leadership is the result of individual collaborative leadership capability, as well as group leadership. In this respect, he argues that individuals can support and contribute to collaboration and do so from a leadership point of view; but at the group level, where collaboration can be behaviorally experienced. Echavarria cites the work of Enrique Pichon-Rivière, who developed the Operative Group method for working with groups, Wilfred Bion an influential British psychoanalyst, Kurt Lewin and others and describes the Operative Partnership Methodology for coaching teams to collaborate (an issue which is addressed vis-a-vis strategic alliances in said publication. [9]
There have been a number of research projects and reviews of key lessons learned for collaborative leaders.
Nick Lovegrove and Matthew Thomas, writing for the Harvard Business Review , [4] interviewed over 100 leaders who possess a demonstrated ability to engage and collaborate across the business, government and social sectors. The authors identified six major, distinguishing characteristics: [4]
Madeline Carter, writing for the Center for Effective Public Policy as part of a research project funded by the United States Department of Justice and State Justice Institute, defines five qualities of a collaborative leader: [10]
Archer and Cameron list ten key lessons for successful collaborative leaders: [8]
Rod Newing writing in a Financial Times supplement special report says "If a collaboration is to be effective, each party must recognise and respect the different culture of the other". And traditional development paths don't prepare leaders well for this "traditional management development, is based on giving potential managers a team of people and a set of resources to control – and success is rewarded with more people and more resources to control. By contrast, collaboration requires managers to achieve success through people and resources outside their control and for this they have had no preparation".[ citation needed ]
Steven Wilson mentions in “Collaborative leadership: it’s good to talk,” four major key leadership traits that all highly collaborative leaders share:
Chantale Mailhot, Stephanie Gagnon, Anne Langley and Louis-Felix Binitte did a research project to examine the qualities of distributing leadership and the effects diversity has on groups. They found that "coupling of leaders and objects helped to maintain the worldview of the different groups involved at different levels in the research project, while directing them towards project objectives". [11] In retrospect, the differences of each individual increases innovation due to the variety of minds at work. With everyone having their own qualities and prior experiences, the integration between them in a leadership role contributes to the overall experience. In this study, the case was made that collaborative leadership has many benefits and is more practical than just one person solely having the role as the leader.
The best thing a collaborative leader can do is to lead by example. They have to ‘walk the talk’, and be seen to model the right behaviors. Leaders must show a willingness take risks, continually question their own ideas, and reward others for their clear communication and valuable insights. [11]
The need for collaborative leadership is being recognised in more and more areas;
An Ipsos MORI research report published in 2007 found that relationship management and collaborative leadership were the top two qualities or capabilities that Directors of organisations involved in large business partnerships would have liked to have had more access to when setting up or running a partnership. [15]
Chief information officer (CIO), chief digital information officer (CDIO) or information technology (IT) director, is a job title commonly given to the most senior executive in an enterprise who works with information technology and computer systems, in order to support enterprise goals.
Collaboration is the process of two or more people, entities or organizations working together to complete a task or achieve a goal. Collaboration is similar to cooperation. Most collaboration requires leadership, although the form of leadership can be social within a decentralized and egalitarian group. Teams that work collaboratively often access greater resources, recognition and rewards when facing competition for finite resources.
Technology transfer (TT), also called transfer of technology (TOT), is the process of transferring (disseminating) technology from the person or organization that owns or holds it to another person or organization, in an attempt to transform inventions and scientific outcomes into new products and services that benefit society. Technology transfer is closely related to knowledge transfer.
A strategic alliance is an agreement between two or more parties to pursue a set of agreed upon objectives needed while remaining independent organizations.
The John S. Watson Institute for Public Policy is an American non-partisan research institute on public policy located at Kean University in Union, New Jersey. The Institute is named after New Jersey Assemblyman John S. Watson, the first African American to serve as the state's Chairman of the Assembly Appropriations Committee.
Supplier relationship management (SRM) is the systematic, enterprise-wide assessment of suppliers' strengths, performance and capabilities with respect to overall business strategy, determination of what activities to engage in with different suppliers, and planning and execution of all interactions with suppliers, in a coordinated fashion across the relationship life cycle, to maximize the value realized through those interactions. The focus of supplier relationship management is the development of two-way, mutually beneficial relationships with strategic supply partners to deliver greater levels of innovation and competitive advantage than could be achieved by operating independently or through a traditional, transactional purchasing arrangement. Underpinning disciplines which support effective SRM include supplier information management, compliance, risk management and performance management.
A business partner is a commercial entity with which another commercial entity has some form of alliance. This relationship may be a contractual, exclusive bond in which both entities commit not to ally with third parties. Alternatively, it may be a very loose arrangement designed largely to impress customers and competitors with the size of the network that the business partners belong to.
A community of practice (CoP) is a group of people who "share a concern or a passion for something they do and learn how to do it better as they interact regularly". The concept was first proposed by cognitive anthropologist Jean Lave and educational theorist Etienne Wenger in their 1991 book Situated Learning. Wenger then significantly expanded on the concept in his 1998 book Communities of Practice.
Business partnering is the development of successful, long term, strategic relationships between customers and suppliers, based on achieving best practice and sustainable competitive advantage. In the business partner model, HR professionals work closely with business leaders and line managers to achieve shared organisational objectives. In practice, the business partner model can be broadened to include members of any business function, for example, Finance, IT, HR, Legal, External Relations, who act as a connector, linking their function with business units to ensure that the technical, or functional, expertise they have to offer is placed within the real and current concerns of the business to create value.
Governance is a broader concept than government and also includes the roles played by the community sector and the private sector in managing and planning countries, regions and cities. Collaborative governance involves the government, community and private sectors communicating with each other and working together to achieve more than any one sector could achieve on its own. Ansell and Gash (2008) have explored the conditions required for effective collaborative governance. They say "The ultimate goal is to develop a contingency approach of collaboration that can highlight conditions under which collaborative governance will be more or less effective as an approach to policy making and public management" Collaborative governance covers both the informal and formal relationships in problem solving and decision-making. Conventional government policy processes can be embedded in wider policy processes by facilitating collaboration between the public, private and community sectors. Collaborative Governance requires three things, namely: support; leadership; and a forum. The support identifies the policy problem to be fixed. The leadership gathers the sectors into a forum. Then, the members of the forum collaborate to develop policies, solutions and answers.
A business network refers to a complex, enduring, and interdependent webs of business relationships among market and non-market actors that allow firms to co-create value in their business environment. Firms influence their markets by managing and signalling their network positions, facilitating entry of new actors, or removing other actors, for instance, through disintermediation, which means elimitating the middleman.
The Partnership for Public Service is a nonprofit, nonpartisan organization based in Washington, D.C. whose mission is to inspire a new generation of civil servants and to transform the way government works.
The Meta-leadership framework and practice method is designed to “provide guidance, direction, and momentum across organizational lines that develop into a shared course of action and commonality of purpose among people and agencies that are doing what may appear to be very different work.” Meta-leadership has been “derived through observation and analysis of leaders in crisis circumstances” starting with the September 11 attacks in the U.S.The focus on national preparedness has subsequently been distilled for more general application, though it remains useful to crisis leaders particularly given current and persistent natural and man-made threats requiring the coordination of multiple agencies and organizations in preparation, response, and recovery.
Research development (RD) is a set of strategic, proactive, catalytic, and capacity-building activities designed to facilitate individual faculty members, teams of researchers, and central research administrations in attracting extramural research funding, creating relationships, and developing and implementing strategies that increase institutional competitiveness. These activities are typically practiced at universities, but are also in use at a variety of other research institutions.
The goal of the Pacific Health Summit is to connect science, industry, and policy for a healthier world. Traditionally, the main work of the Summit has been an annual meeting, where top decision makers convene to discuss how to realize the dream of a healthier future through the effective utilization of scientific advances, combined with industrial innovation and appropriate policies. In autumn of 2012 on the heels of its eight major conference, the Summit shifted its focus from an annual meeting to more targeted work that builds on the past themes and concrete outcomes. As it has since 2005, the Summit will continue to provide a year-round forum for world leaders to grapple with problems and solutions, share best practices, and forge effective collaborations.
A Bachelor of Management or a Bachelor of Management Studies is an undergraduate degree program offered by numerous universities worldwide. This program equips students with the knowledge and skills necessary to assume management roles in a variety of organizations. It provides a solid foundation in organizational behavior and human resource management, while also allowing students to specialize in specific areas of interest through elective courses such as labor-management relations, negotiation, conflict resolution, compensation systems, and organizational development. Additionally, this degree program provides insights into how organizations function, how they are managed, and their interactions with object-oriented programming using C++ and data structures in both national and international environments.
The Pediatric Leadership Alliance (PLA) is a proprietary physician leadership program of the American Academy of Pediatrics (AAP). The program is highly interactive and incorporates case studies, team-based exercises and tools to help participants in their leadership journey, and uses evidence-based leadership principles as its core curriculum. The PLA is built upon Kouse’s and Posner’s five practices of exemplary leadership, and includes an individual leadership assessment and a learning agreement to participants to measure their development. It is offered in the format of a series of didactic lectures followed by other modalities shown to enhance participant interactions. The PLA focuses on developing the core competencies for public health leadership as identified by the U.S National Public Health Leadership Network. These competencies include visionary leadership, sense of mission, effective change, political processes, negotiation, ethics and power, marketing and education, understanding of organizational dynamics, inter-organizational collaborating mechanisms, social forecasting, developing team-oriented systems, facilitation and mediation and serving as an effective team member.
Collective Impact (CI) is the commitment of a group of actors from different sectors to a common agenda for solving a specific social problem, using a structured form of collaboration. In 2021, the Collective Impact Forum changed the definition of collective impact to "Collective impact is a network of community members, organizations, and institutions who advance equity by learning together, aligning, and integrating their actions to achieve population and systems-level change.This definition identifies equity as the North Star for why and how collective impact work takes place, specifically names community members as key actors along with other stakeholders, and emphasizes the importance of systems change in this work." The concept of collective impact was first articulated in the 2011 Stanford Social Innovation Review article Collective Impact, written by John Kania, managing director at FSG, and Mark Kramer, Kennedy School at Harvard and Co-founder FSG. Collective impact was chosen as the #2 philanthropy buzzword for 2011, and has been recognized by the White House Council for Community Solutions as an important framework for progress on social issues.
Collaborative partnerships are agreements and actions made by consenting organizations to share resources to accomplish a mutual goal. Collaborative partnerships rely on participation by at least two parties who agree to share resources, such as finances, knowledge, and people. Organizations in a collaborative partnership share common goals. The essence of collaborative partnership is for all parties to mutually benefit from working together.