Collaborative Leadership – Theory and Practice

1. Collaborative Leadership –Theory and Practice Emanuel Gatt Managing Director

2. The headlines Are you prepared? The case for collaboration: Societies biggest challenges stretch beyond traditional organisational boundaries We are all collaborative leaders: But it’s the leaders at the top who create the environment that supports and nurtures collaborative behaviours Organisations that are good at collaboration have a collaborative advantage: This is base on ‘trusted individuals’.

5. The case for collaboration: Societies biggest challenges stretch beyond organisational boundaries Hjern, B (1992) Illegitimate Democracy: A case for multi-organisational policy analysis

6. The case for collaboration: Don’t collaborate unless you have to. Collaboration is all about working with others to achieve outcomes that you can’t deliver on your own. If you can achieve the outcome on your own don’t collaborate ChirsHuxham, SivVangen (2005) Managing to Collaborate

7. We are all collaborative leaders; but it’s the leaders at the top who create the environment that supports and nurtures collaborative behaviours ‘Leaders are those who articulate a vision, inspire people to act, and focus on concrete problems and results. (But) 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. Collaboration works when…leaders …keep the process going.’ Chrislip and Larson(1994) Collaborative Leadership

8. Organisations that are good at collaboration have a collaborative advantage: This is base on ‘trusted individuals ‘….few companies have built high trust levels even within their own organisations , or invested in creating trusted individuals –who can, as the research shows, be powerful agents of collaboration’. Economist Intelligence Unit (2008) The role of trust in business collaboration

9. Relationship and Deal: remember it is the relationship that is more likely to scupper the deal not the other way around. ‘successful partnerships manage the relationship not just the deal’ Professor Rosabeth Moss Kanter

10. Be prepared: assume you cannot be wholly in control and that partners and environment will be continually changing. Are you prepared? Here’s a tool to find out?

11. The headlines The case for collaboration: Societies biggest challenges stretch beyond traditional organisational boundaries We are all collaborative leaders: But it’s the leaders at the top who create the environment that supports and nurtures collaborative behaviours Organisations that are good at collaboration have a collaborative advantage: This is base on ‘trusted individuals’.