Leadership in the shaping and implementation of collaboration agendas: how things happen in a (not quite) joined-up world

Huxham, Chris and Vangen, Siv (2000). Leadership in the shaping and implementation of collaboration agendas: how things happen in a (not quite) joined-up world. Academy of Management Journal, 43(6) pp. 1159–1175.

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.

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