By Melanie Emerson, PhD
A new trend in leadership has been emerging within a growing number of nonprofit organizations as a unique way to maximize skillsets, distribute leadership opportunities, and build stronger organizations. What I'm seeing more of are collaborative leadership models, and this trend has inspired me to delve a little deeper:
What does shared decision-making look like?
Does it make sense for all organizations?
Is it an antidote to traditional hierarchical systems?
Does it complicate any bureaucracy already present?
How is it operationalized?
These are just some of the many questions I had when trying to understand this model of work and leadership. Here's what I've learned.
What is collaborative leaders?
Collaborative leadership is a management approach where leaders actively engage others in decision-making and problem-solving processes, fostering a sense of shared ownership and responsibility among team members. It emphasizes openness, communication, and trust, recognizing that diverse perspectives can lead to more innovative solutions. This approach seeks to align individual efforts with organizational objectives, creating a unified direction that enhances motivation and engagement. Unlike traditional hierarchical leadership, where decisions are made at the top, collaborative leadership distributes authority and encourages input from all levels within an organization or team. This approach values inclusivity, leveraging the strengths and skills of individuals to collectively achieve goals.
The theoretical underpinnings of collaborative leadership emphasize the importance of agency and social interaction. Scholars argue that reframing leadership as collective agency can invigorate organization dynamics and foster innovation. This perspective challenges the traditional view of leadership as a solitary endeavor, advocating for a model where leadership roles are distributed and shared among team members. Such a shift not only enhances engagement but also empowers individuals to take initiative and contribute to the leadership process, thereby enriching the organizational culture.
A key component of collaborative leadership is focused on relationships and collaboration (social interaction) rather than control, authority, or power. Organizations that choose collaborative leadership prioritize building strong, trusting relationships among team members, creating a supportive environment where everyone feels empowered to contribute. Effective communication is central, as it ensures transparency and clarity of purpose, aligning team efforts towards common objectives. By fostering open dialogue, the organization seeks to address challenges collectively, creating solutions that are more comprehensive and reflective of the entire team's insights, expertise, and experience.
Collaborative leadership is particularly effective in complex or dynamic environments where adaptability and creativity are required. It allows for a more agile response to change, as team members are encouraged to be practice and take initiative. This leadership style also enhances employee engagement and satisfaction, as people feel valued and invested in the outcomes of their work. By tapping into the collective intelligence of the group, collaborative leadership promotes a culture of continuous learning and growth, ultimately driving better organizational performance and innovation.
Value Proposition of Collaborative Leadership
A primary value proposition of collaborative leadership is that it emphasizes the importance of a shared vision and collective goals among team members. This approach aligns individual efforts with organizational objectives, creating a unified direction that enhances motivation and engagement.
Collaborative leadership draws in and engages others through radical interdependence. It acknowledges that a single person cannot accomplish big goals on their own. It recognizes and embraces the interdependence necessary to achieve those big goals. It positions organizations and businesses to benefit from the engagement, perspectives, ideas, and effort of shared thinking, ideation, and execution. It optimizes an organization's strategic advantage by inviting others in to work together to solve shared problems.
"The idea that one person has the answer is ludicrous...and it's dangerous...we need radical interdependence."
Trust and open communication are also foundational elements of collaborative leadership. Effective collaborative leaders cultivate an environment where team members feel safe to express their ideas and concerns, which is essential for fostering an environment of engagement and synergy. Trust enhances and reinforces interpersonal relationships and encourages knowledge sharing, which are vital for organizational learning, creative problem solving, adaptability, and resilience.
Lastly, collaborative leadership promotes collective problem-solving and innovation. By leveraging the diverse skills and perspectives of team members, collaborative leaders can foster an environment conducive to creative solutions and innovative practices. The emphasis on collaboration not only drives problem-solving, but also encourages a culture of continuous improvement and adaptability.
The Core value propositions for collaborative leadership - fostering shared vision and goals, enhancing trust and communication, and promoting collective problem-solving and innovation - are integral to creating effective and resilient organizations. These propositions underscore the importance of collaboration and achieving organization success across various sectors.
As organizations continue to face complex challenges, I believe the adoption of collaborative leadership practices will be crucial in navigating these dynamics effectively and will look different within each organization that chooses to take that path.
Where to Start
If your organization is interested in shifting to a shared or servant leadership model, aligning your strategic direction with your mission, vision, and values, and/or improving organizational innovation, resilience and individual engagement, I encourage you to learn more with the recommended readings/resources below, and please contact us at Bynes Consulting Group to discuss how we can help your organization reach its full potential and envisioned social impact.
Recommended Reading and Resources
Otter, M., & Paxton, J. (2017). A Journey into Collaborative Leadership: Moving Toward Innovation and Adaptability: This book explores the journey of an executive leadership team seeking to become more collaborative, innovative, and adaptive in their approach to organizational leadership.
Damanpour, F., et al. (2018). Internal and External Sources and the Adoption of Innovations in Organizations: This book examines how collaborative leadership influences the adoption of innovations through internal and external sources.
Ang’Ana, A., & Kilika, J. (2022). Collaborative Leadership in an Organizational Context: A Research Agenda: This book outlines the importance of collaborative leadership in achieving organizational goals and fostering a meaningful legacy.
Zhang, Y., et al. (2022). The Role of Organizational Learning in Mediating the Relationship between Business Model Design and Innovation Performance: This book discusses how systems thinking can enhance strategic alignment through organizational learning
Joiner, B. (2019). Leadership Agility for Organizational Agility: This book presents a framework for understanding leadership agility and its role in strategic alignment.
Kwon, H., & Cho, J. (2016). How transactive memory systems relate to organizational innovation: the mediating role of developmental leadership: This book examines how leadership can facilitate innovation through effective memory systems.
Works Cited:
TED@BCG Mumbai. (2019, Sept.). A guide to collaborative leadership. Ted Talk. https://www.ted.com/talks/lorna_davis_a_guide_to_collaborative_leadership
Lawrence, R. (2017). Understanding collaborative leadership in theory and practice. New Directions for Adult and Continuing Education,156, 89-96. https://doi.org/10.1002/ace.20262
Keppell, M., O’Dwyer, C., Lyon, B., & Childs, M. (2010). Transforming distance education curricula through distributive leadership. Research in Learning Technology, 18(3). https://doi.org/10.3402/rlt.v18i3.10761
Chreim, S. (2014). The (non)distribution of leadership roles: Considering leadership practices and configurations. Human Relations, 68(4), 517-543. https://doi.org/10.1177/0018726714532148
Raelin, J. (2014). Imagine there are no leaders: Reframing leadership as collaborative agency. Leadership, 12(2), 131-158. https://doi.org/10.1177/1742715014558076
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