Copy the page URI to the clipboard
Huxham, Chris and Vangen, Siv
(2000).
DOI: https://doi.org/10.2307/1556343
URL: http://www.jstor.org/stable/1556343
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.