book

Collaborative Leadership, 2nd Edition

by David Archer, Alex Cameron

June 2013

Intermediate to advanced

256 pages

8h 35m

English

Routledge

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Cover
Title
Copyright
CONTENTS
List of illustrations
Foreword
Acknowledgements
Introduction
1 Interdependence and its consequences for leaders
Past performance does not guarantee future successThe leadership responseDefining collaborative leadershipWhy this is hard – an evolutionary parallelApplications of collaborative leadershipSummary
PART 1 Tools for collaboration

2 The collaboration spectrum
Quantifying collaborationTransactional, symbiotic or mutualPoints of interdependence: look out for the platform edgeThe collaboration spectrum in practiceBe forensic about who you collaborate with and whySummary
3 The three-legged stool – governance, operations and behaviours
The foundations of successful collaborationThe three-legged stoolWhat do leaders need to pay attention to and why?The first leg: governanceThe second leg: operationsThe third leg: behavioursInteractions between governance, operations and behavioursSummary
4 Measuring collaboration
You get what you measureThe rear-view mirror only looks one wayA measurement compass – with eight directionsMeasure the three legs of the stool – governance, operations and behavioursKnow when to escalate a problemSummary
5 Analysing different organizational cultures
They just don’t understand usGetting to grips with organizational cultureAnalysing culture and collaboration styles: the organizational partnering indicatorThe 16 types of organizationAvoiding the lure of communityWhen cultures collideSummary
6 The partnership roadmap
A beginning, a middle and an endStage 1: selection – fit for the futureStage 2: transition – suspend judgementStage 3: maintenance – keeping the machine running and improvingStage 4: ending – don’t burn your bridgesSummary
PART 2 The collaborative leader in action
7 Secrets of success – conversations with collaborative leaders
A personal leadership journeyMake it matter – for everyoneDon’t blame when things go wrongPut yourself in other people’s shoesPatience is a virtueShare the credit, share the loadExercise your inner steelThe six skills and attitudes of a collaborative leaderThe chance to make your markSummary
8 Why some collaborative leaders fail
Don’t depend on old skills to meet a new challengeThe control freakThe idealistThe incrementalistThe selfish high achieverRecognizing the need for new skillsSummary
9 Collaborative leaders in the boardroom
Leaders need to work with BoardsThe role of the BoardLessons on Board collaborationA brief history of corporate governance codesHow Boards are expected to behaveAnalysing Board dynamicsHow collaborative leaders contribute to Board performanceOther BoardsSummary
10 Relationship risk
The challenges of managing risk in collaborative relationshipsThe paradox of shared controlThree myths of relationship risk managementBeware the risk registerUnderstanding different attitudes to riskAddressing relationship risk – areas for actionSummary
11 Conflict and the collaborative leader
Conflict is inevitableHandling conflict is the leader’s priorityIdentify the reasons for conflictAddressing conflictUnderstanding your own relationship to conflictSummary
12 The future collaborative leader
Lessons from the pastThe three-legged stool – governance, operations and behavioursThe impact of future trendsThe consequences of these trends for collaborative leadersA manifesto for the collaborative leader
Notes
Index

Content preview from Collaborative Leadership, 2nd Edition

Illustrations

Figures

2.1 The collaboration spectrum

2.2 Finding your place on the collaboration spectrum

3.1 The three-legged stool – governance, operations and behaviours

3.2 The collaboration spectrum

3.3 Governance on the collaboration spectrum

3.4 Behaviours on the collaboration spectrum

3.5 Governance operations and behaviours on the collaboration spectrum

4.1 A measurement compass

6.1 The partnership roadmap

9.1 Analysing Board dynamics

11.1 Three stages of collaborative group formation

12.1 The collaboration spectrum

Tables

5.1 Characteristics of Extroverted–Introverted organizations

5.2 Characteristics of Sensing–Intuitive organizations

5.3 Characteristics of Thinking–Feeling organizations

5.4 Characteristics of Judging–Perceiving ...

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