Collaborative leadership

Collaborative leadership is a management practice which is focused on leadership skills across functional and organizational boundaries. Collaborative leadership is a management practice which is focused on leadership skills across functional and organizational boundaries. The phrase collaborative leadership first appeared in the mid-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. Kurt Lewin was first to apply cooperative system in scientific method in 1947 about individual nutrition in the United States. 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'. 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' In 2013, Harvard Business Review authors Nick Lovegrove and Matthew Thomas (co-founders of The InterSector Project), 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). 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.' 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.' 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.' Providing further exploration, in his 2015 book Enabling Collaboration – Achieving Success Through Strategic Alliances and Partnerships .mw-parser-output cite.citation{font-style:inherit}.mw-parser-output .citation q{quotes:''''''''''''}.mw-parser-output .citation .cs1-lock-free a{background:url('//upload.wikimedia.org/wikipedia/commons/thumb/6/65/Lock-green.svg/9px-Lock-green.svg.png')no-repeat;background-position:right .1em center}.mw-parser-output .citation .cs1-lock-limited a,.mw-parser-output .citation .cs1-lock-registration a{background:url('//upload.wikimedia.org/wikipedia/commons/thumb/d/d6/Lock-gray-alt-2.svg/9px-Lock-gray-alt-2.svg.png')no-repeat;background-position:right .1em center}.mw-parser-output .citation .cs1-lock-subscription a{background:url('//upload.wikimedia.org/wikipedia/commons/thumb/a/aa/Lock-red-alt-2.svg/9px-Lock-red-alt-2.svg.png')no-repeat;background-position:right .1em center}.mw-parser-output .cs1-subscription,.mw-parser-output .cs1-registration{color:#555}.mw-parser-output .cs1-subscription span,.mw-parser-output .cs1-registration span{border-bottom:1px dotted;cursor:help}.mw-parser-output .cs1-ws-icon a{background:url('//upload.wikimedia.org/wikipedia/commons/thumb/4/4c/Wikisource-logo.svg/12px-Wikisource-logo.svg.png')no-repeat;background-position:right .1em center}.mw-parser-output code.cs1-code{color:inherit;background:inherit;border:inherit;padding:inherit}.mw-parser-output .cs1-hidden-error{display:none;font-size:100%}.mw-parser-output .cs1-visible-error{font-size:100%}.mw-parser-output .cs1-maint{display:none;color:#33aa33;margin-left:0.3em}.mw-parser-output .cs1-subscription,.mw-parser-output .cs1-registration,.mw-parser-output .cs1-format{font-size:95%}.mw-parser-output .cs1-kern-left,.mw-parser-output .cs1-kern-wl-left{padding-left:0.2em}.mw-parser-output .cs1-kern-right,.mw-parser-output .cs1-kern-wl-right{padding-right:0.2em}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.