A New Look at Leadership in Collaborative Networks: Process Catalysts

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A New Look at Leadership in Collaborative
Networks Process Catalysts

• Myrna Mandell. Ph.D
• California State University , Northridge
• Queensland University of Technology
• Robyn Keast, Ph.D
• Queensland University of Technology

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Two issues

• Different types of networks the 3Cs
• Unique characteristics of collaborative networks
• Existing leadership models and application for
  collaborative networks is limited
• Need for a new conceptualisation of leadership

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Unique characteristics of collaborative networks

• Interdependence
• Collective commitment
• New ways of thinking and behaving
• Systems change
• Achieve strategic synergies
• Focus on process

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Methodology

• Cross national cross jurisdictional approach
• Two case studies
• Service Integration Project
• Water Forum

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Findings

• Key leadership roles
• Identifying building sustaining relationships
• not power or clout
• Sustainability commitment
• Long term benefits
• To mobilise act together when necessary

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Findings continued

• Building of relationships
• a driver catalyst
• Building a new whole systems change
• Bringing together mobilising all actors to
  engender commitment change

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Conclusions

• Conventional leadership theories do not directly
  apply to collaborative networks
• The focus is on the process not the achievement
  of outcomes at least initially
• Requires new ways of thinking behaving
• Focus is not on what is good for the
  organisation but on how to build a new whole
  out of bits of organisations
• Emphasis is on systems change
• Process catalyst leadership model builds on
  extends other network leadership approaches

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Future directions

• A SYNERGISTIC APPROACH TO LEADERSHIP
• Achieving synergy of effort resources is a key
  element of collaboration
• Looking to unpack the processes that make up
  synergistic behaviour/action
• Understand the leadership qualities that
  facilitate limit this.