Integrative leadership and the creation and maintenance of cross-sector collaborations

Crosby, Barbara C.; Bryson, John M.

doi:10.1016/j.leaqua.2010.01.003

Cited by 361 publications

(368 citation statements)

References 46 publications

Supporting

Mentioning

342

Contrasting

Unclassified

Order By: Relevance

“…In contrast, Chreim et al (2010) argue for formal channelling of leadership in pluralized settings, to have a coherent effect upon strategic change. Crosby and Bryson (2010) are supportive of the stance taken by Chreim et al (2010) towards co-ordination of pluralized leadership. In the face of these competing views, studies need to consider how important formalization of leadership roles and structures might be to the whole concept of PL (Denis et al, 2012).…”

Section: The Enactment Of Plural Leadership In a Health And Social Casupporting

confidence: 63%

The enactment of plural leadership in a health and social care network: The influence of institutional context

White

Currie

Lockett

2014

The Leadership Quarterly

View full text Add to dashboard Cite

In this article we employ developments in social network analysis (SNA), specifically the p* model, to examine the enactment of plural leadership within, and across, hierarchical levels and organizational boundaries (Denis et al., 2012). Drawing on an empirical study of an interprofessional, inter-organizational network that delivers health and social care, we address two research gaps: (i) the effect of power relations, derived from professional hierarchy, upon spread of plural leadership; and (ii) the effect of formal leadership, derived from managerial accountability, in channeling the spread of plural leadership for coherent strategic effect. We show that, in a routine situation, the network is characterized by generalized leadership exchanges. In this situation, professional hierarchy and managerial accountability are not visible, nor is channeling of plural leadership by the formal leader. In a non-routine situation, when a disruptive event occurs, the network is characterized by restricted exchange. In this situation, professional hierarchy and managerial accountability are evident, and a formal leader channels plural leadership.

show abstract

Section: The Enactment Of Plural Leadership In a Health And Social Casupporting

confidence: 63%

The enactment of plural leadership in a health and social care network: The influence of institutional context

White

Currie

Lockett

2014

The Leadership Quarterly

View full text Add to dashboard Cite

show abstract

“…Collaboration operates in a 'shared power' environment in which the involved stakeholders manage different resources and knowledge and they have their own distinct bases of power and authority (Crosby & Bryson, 2010). When the city council collaborates with the different stakeholders it assumes the role of a facilitator.…”

Section: Discussionmentioning

confidence: 99%

Webpage Design and Quality of Seaside Tourism Destinations: A Question of Collaboration

Blumrodt¹,

Palmer²

2013

IBR

View full text Add to dashboard Cite

The Internet has become increasingly important for promoting tourism destinations. Place branding has become an important marketing tool as destinations use it strategically and tactically to promote their unique advantages. However, at both a strategic and tactical level, place brands have to satisfy the needs of a wide range of stakeholders, often involving long and time consuming channels of negotiation before a strategy is agreed. A consequence is a frequent disjuncture between a place brand 'as officials wish that it is' and 'as it actually is'. This exploratory research analyses different tourism office websites from French and English seaside tourism destinations. Our approach combines two different methods. First, we present the specific communicated images. Second, interviews with officials of these cities compare the communicated image to the desired one. Tourism seaside destination brand image is made up of specific brand image factors. We find that cities with a similar environment communicate elements of their natural settings as well as other brand elements but the communicated image does often not fit with the desired brand image. It is evident that the characteristics of collaboration between different entities impacts on the quality of designed websites.

show abstract

“…Así Vangen y Huxham (2003a) utilizan un amplio significado de liderazgo para minimizar el papel de los individuos y en su lugar argumentar que el liderazgo comprende estructuras, procesos, participantes y actividades. Así, muchos académicos definen el liderazgo como un "logro colectivo" (Crosby y Bryson, 2010). Pero encontrar el equilibrio entre quien toma el control y los que participan y opinan, es una de las características problemáticas de la colaboración.…”

Section: Capacidaddirectiva:losrolespúblicosylaconstruccióndelliderazunclassified

La Colaboración Público-Privada: capacidades públicas para la gestión del modelo desarrollado por el Servicio Público de Empleo Estatal y las Agencias Privadas de Colocación

Solana

2017

CGAP

View full text Add to dashboard Cite

Resumen. Este artículo aborda, en el contexto de la gobernanza, las competencias y capacidades que los actores públicos deben asumir para conseguir el éxito en la puesta en marcha de estrategias colaborativas como la colaboración público-privada. La necesidad de una administración fuerte, líder y eficaz es una cuestión clave en los procesos colaborativos, pero para ello es necesario detectar las capacidades que garantizan el funcionamiento del modelo. Este análisis parte del estudio del modelo de colaboración público-privada desarrollado entre el SEPE y las Agencias de Colocación, dentro de los servicios de intermediación laboral. El análisis arroja la importancia de reforzar las capacidades públi-cas como objetivo para garantizar la estabilidad y transparencia del modelo y asegurar la participación de los actores privados. Palabras clave: gobernanza, colaboración público-privada, políticas de empleo, servicios públicos de empleo, agencias privadas de colocación.Public-Private Collaboration: public capacities to manage the model developed by the State Public Employment Services and Private Employment AgenciesAbstract. This article addresses, in the context of governance, the competencies and capacities that public actors must assume in order to achieve success in the implementation of collaborative strategies, such as public-private collaboration. The need for a strong, leader and effective management is a key in collaborative process, but for this it is necessary to detect the capabilities that guarantee the develop of the model. This analysis is based on the study of the public-private partnership developed by the SEPE and the private agency in the intermediation service of employment policy. The analysis shows the importance of strengthening public capacities like an objective to guarantee the stability and transparency model and ensure the participation of stakeholders. Keywords: governance, public-private collaboration, employment policy, employment public service, private employment agencies.Sumario. 1. Introducción. 2. La gobernanza colaborativa: el anclaje teórico de la colaboración públi-co-privada. 3. Factores de contexto y situación para una gestión pública de la colaboración. 4. Las capacidades de gobierno y gestión de los actores públicos en la estructura de colaboración: la CPP entre SEPE y AACC. 5. Conclusiones. Bibliografía.

show abstract

Integrative leadership and the creation and maintenance of cross-sector collaborations

Cited by 361 publications

References 46 publications

The enactment of plural leadership in a health and social care network: The influence of institutional context

The enactment of plural leadership in a health and social care network: The influence of institutional context

Webpage Design and Quality of Seaside Tourism Destinations: A Question of Collaboration

La Colaboración Público-Privada: capacidades públicas para la gestión del modelo desarrollado por el Servicio Público de Empleo Estatal y las Agencias Privadas de Colocación

Contact Info

Product

Resources

About