Collaborative leadership : building relationships, handling conflict, sharing control

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Title:

Author:

Archer, David, 1961-

ISBN:

9780415539487

9780415539494

9780203067505

Personal Author:

Archer, David, 1961-

Edition:

2nd ed.

Publication Information:

New York : Routledge, 2013.

Physical Description:

234 p. : ill. ; 24 cm.

Contents:

Machine generated contents note: 1.Interdependence and its consequences for leaders -- Past performance does not guarantee future success -- The leadership response -- Defining collaborative leadership -- Why this is hard - an evolutionary parallel -- Applications of collaborative leadership -- Summary -- pt. 1 Tools for collaboration -- 2.The collaboration spectrum -- Quantifying collaboration -- Transactional, symbiotic or mutual -- Points of interdependence: look out for the platform edge -- The collaboration spectrum in practice -- Be forensic about who you collaborate with and why -- Summary -- 3.The three-legged stool governance, operations and behaviours -- The foundations of successful collaboration -- The three-legged stool -- What do leaders need to pay attention to and why? -- The first leg: governance -- The second leg: operations -- The third leg: behaviours -- Interactions between governance, operations and behaviours -- Summary -- 4.Measuring collaboration --

Contents note continued: You get what you measure -- The rear-view mirror only looks one way -- A measurement compass - with eight directions -- Measure the three legs of the stool - governance, operations and behaviours -- Know when to escalate a problem -- Summary -- 5.Analysing different organizational cultures -- They just don't understand us -- Getting to grips with organizational culture -- Analysing culture and collaboration styles: the organizational partnering indicator -- The 16 types of organization -- Avoiding the lure of community -- When cultures collide -- Summary -- 6.The partnership roadmap -- A beginning, a middle and an end -- Stage 1 Selection - fit for the future -- Stage 2 Transition - suspend judgement -- Stage 3 Maintenance - keeping the machine running and improving -- Stage 4 Ending - don't burn your bridges -- Summary -- pt. 2 The collaborative leader in action -- 7.Secrets of success - conversations with collaborative leaders --

Contents note continued: A personal leadership journey -- Make it matter for everyone -- Don't blame when things go wrong -- Put yourself in other people's shoes -- Patience is a virtue -- Share the credit, share the load -- Exercise your inner steel -- The six skills and attitudes of a collaborative leader -- The chance to make your mark -- Summary -- 8.Why some collaborative leaders fail -- Don't depend on old skills to meet a new challenge -- The control freak -- The idealist -- The incrementalist -- The selfish high achiever -- Recognizing the need for new skills -- Summary -- 9.Collaborative leaders in the boardroom -- Leaders need to work with Boards -- The role of the Board -- Lessons on Board collaboration -- A brief history of corporate governance codes -- How Boards are expected to behave -- Analysing Board dynamics -- How collaborative leaders contribute to Board performance -- Other Boards -- Summary -- 10.Relationship risk --

Contents note continued: The challenges of managing risk in collaborative relationships -- The paradox of shared control -- Three myths of relationship risk management -- Beware the risk register -- Understanding different attitudes to risk -- Addressing relationship risk - areas for action -- Summary -- 11.Conflict and the collaborative leader -- Conflict is inevitable -- Handling conflict is the leader's priority -- Identify the reasons for conflict -- Addressing conflict -- Understanding your own relationship to conflict -- Summary -- 12.The future collaborative leader -- Lessons from the past -- The three-legged stool - governance, operations and behaviours -- The impact of future trends -- The consequences of these trends for collaborative leaders -- A manifesto for the collaborative leader.

Subject Term:

Leadership.

Strategic alliances (Business)

Business networks.

Public-private sector cooperation.

Added Author:

Cameron, Alex, 1957-

Copies:

Available:*

Library	Material Type	Item Barcode	Shelf Number	Copy	Status
Searching... 1:IIEMSA	1:GEN-BOOK	33168025595584	658.4092 A671C 2013	1	Searching... Unknown

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Summary

We all live in an interconnected world and for business leaders the last decade has seen a dramatic rise in the speed and scale of this interdependence. But while increased connectivity is inevitable, increased collaboration is not. To succeed in today's environment, leaders need to be able to build relationships, handle conflict and to share control in order to promote effective collaboration where it is needed most.

Archer and Cameron have been working in this field for over 10 years and were amongst the first business authors to define and explain Collaborative Leadership in their 2008 book. This 2nd edition draws on interviews, examples and additional cases studies of the new collaboration challenges that leaders face such as; working together to deal with the consequences of financial contagion in the Eurozone or elsewhere, responding to the growth in use of social networks by their staff and customers, and managing global supply chains to reach new growth markets.

This fully revised, updated and re-structured text provides an easily accessible 'how-to' guide for leaders in today's interconnected world. It will give both experienced and aspiring leaders the techniques and confidence to manage complex collaborative relationships in a sustainable way. It also acts as a guide for leadership development professionals, coaches and consultants who have to build leadership and collaboration capability within organizations.