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Power and leadership in collaborative & merger settings

Power and leadership in collaborative & merger settings. “ In politics and social science power is the ability to influence the behavior of people…. …the term authority is often used for power perceived as legitimate by the social structure ” - Wikipedia. Different conceptions of power.

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Power and leadership in collaborative & merger settings

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  1. Power and leadership in collaborative & merger settings

  2. “In politics and social science power is the ability to influence the behavior of people…

  3. …the term authority is often used for power perceived as legitimate by the social structure” - Wikipedia

  4. Different conceptions of power

  5. Different conceptions of power • Power over • Power to • Power with • Empowerment

  6. Which definitions are appropriate for us in collaborative and merger settings?

  7. The Difficulties of Leadership

  8. The Difficulties of Leadership

  9. Varying levels of capacity within the group How can we deal with lack of capacity for group members to attend meetings? • Members can nominate others to represent them • Agenda setting before meetings

  10. Varying levels of confidence How can a leader create a neutral space and encourage all members of the group to have the confidence to engage? • Open spaces • Small group work • Outside facilitation

  11. The difficulties of chairing Chairing for Involvement V’s. Chairing for Silencing • How do you make decisions as a group? • How not to go back on decisions once away from the group? • How not to take discussions offline

  12. Leadership styles

  13. Leadership styles What do you think you naturally are? • Commanding / coercive: dictatorship – ‘do what I say’ • Visionary/ Authoritative: mobilises people towards a vision • Affiliative: focuses on emotional needs over work needs • Democratic: uses participation, listening to both the bad and good news • Pacesetting: builds challenging and exciting goals for people • Coaching: connecting goals while helping people identify strengths and weaknesses

  14. Leadership styles

  15. In collaborative settings, it is important to assume humility in leadership; …to create an open environment where challenge is welcomed, recognising when you need to adjust.

  16. Processes

  17. Processes • Determine outcomes • Must follow values and principles • Can move a group forward when conflict becomes a problem

  18. Phases in order to create processes ‘Forming, storming, norming, performing and adjourning’ [Tuckman]

  19. Processes What processes have you implemented in your collaborations?

  20. Discussion

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