LEADERSHIP IN THE SHAPING AND IMPLEMENTATION OF COLLABORATION AGENDAS: HOW THINGS HAPPEN IN A (NOT QUITE) JOINED-UP WORLD.

C. Huxham · Siv Vangen

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Public Policy and Administration Research Management and Organizational Studies Community Health and Development

Abstract

This article contributes to the theory if collaboration in social settings and is based on data collected during action research interventions in a number of public and community interorganizational collaborations. We conceptualize leadership in collaborations as stemming from three leadership media - structures, processes, and participants - and argue that none of these is wholly within the control of the members of a collaboration. Leadership activities that participants undertake in order to move a collaborative agenda forward are described.

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1998Basics of qualitative research : techniques and procedures for developing grounded theory 1992Basics of Qualitative Research: Grounded Theory Procedures and Techniques.2017The Discovery of Grounded Theory 1993Basics of Qualitative Research: Grounded Theory Procedures and Techniques 1987Leadership and Performance beyond Expectations 1948The Theory of Social and Economic Organization.1997Organizational Learning: A Theory of Action Perspective 1989Designing qualitative research

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2007Collaborative Governance in Theory and Practice 2005Cross-Sector Partnerships to Address Social Issues: Challenges to Theory and Practice 2005Institutional Entrepreneurship, Partaking, and Convening 2012Leadership in the Plural 2006Keywords in Qualitative Methods 2003Joined-up Government: A Survey 2003

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