Collaborative Leadership

COLLABORATIVE LEADERSHIP

Collaborative Leadership has an approach that empowers employees; develop creative and innovative thoughts and actions to strategically contribute and cooperate for the success of a group. Collaborative leaders have a proactive and interactive behavior, have a passion for a cause, take risks, deal with high level of frustration and facilitate a diversity group to accomplish a shared outcome.
According to David Archer and Alex Cameron, a collaborative leader must learn how to share control and knowledge, and believe in the relationships and partnerships builds in order to deliver what was planned, even though these partnerships operate in a different way. The collaborative leader is strongly aware that authority does
It was clear that one of the reasons most of the work done in the crisis management operations of Katrina were unsuccessful relied on the lack of confidence. Thereafter, in situations of high conflict and low trust, collaborative leaders have to emphasize steward and mediator roles.
What makes collaborative leadership suitable for this aggravated situation, it is because it has a more distributed view of leadership. This is especially appropriate in the shared power context, when the mediator role become so important. As to Farazmand (2007), Bureaucratic expertise may be suitable for routine tasks, but bureaucracies are no match for crisis and emergency-driven events with chaotic and unfolding dynamics.
As in Ansell (2012), collaborative leaders serve as mediators. These leaders are called upon to facilitate positive exchanges between different stakeholders through adjudication of conflict, to arbitrage between different positions, to stabilize the conditions for positive exchange, and to promote trust-building. One of the key techniques or qualities for a leader is to adjust all the information and condense it to the common
The author argues that what differentiate collaborative leadership from other models is that it is facilitative rather than directive.
In their model, they proposed that facilitative leadership typically require leaders to play three roles: steward, mediator and catalyst. Stewards facilitate collaboration by helping to convene collaboration and maintain its integrity. Mediators facilitate collaboration by managing conflict and arbitrating exchange between stakeholders. Catalysts facilitate collaboration by helping to identify and realize value-creating opportunities.
In order to become a collaborative leader, it is mandatory to set mutual goals, as service delivery, consensus-building and creative problem solving. This will have a major impact in the prominence of these roles. Surprise management requires ample resources to operate, with no constraints but clear accountability. It also requires critical opportunities to practice surprise management. It demands full attention, talent, language, and communication as well as personality skills, mostly uncommon ones, to engage extreme, unthinkable conditions and circumstances, people, and