Advancing Creativity and Citizen Engagement by Collaborative Leadership
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This paper argues that the structure and process of collaboration enhances prospects for creativity and citizen engagement. These rewards of collaboration also accompany inefficiency problems with the risks of increasing transaction costs, opportunity costs, and social capital costs. In competing with traditional (ex. hierarchical) modes of problem solving, nevertheless, collaboration as a problem solving strategy can have merits when the right leadership puts its rewards surpassing its risks. When leaders seek to facilitate ‘collaborative processes,’ they need to pay attentions to five dimensions of governance, administration, mutuality, autonomy, and norms of trust and reciprocity. From Chrislip and Larson’s work, I adopt ‘process leadership’ as a suitable leadership type for collaboration due to the fact that problem solving situations are characterized by cross-boundary collaboration, unclear prospects for getting results, and supremacy of nurturing over expertise. Rather than tactical, positional, or heroic leadership, this process leadership shares a great deal in common with transformational, servant or facilitative leadership. Collaborative leadership skills such as managing paradox, leading in solving peer problems, and keeping partners in networks are good examples.
Abstract
This paper argues that the structure and process of collaboration enhances prospects for creativity and citizen engagement. These rewards of collaboration also accompany inefficiency problems with the risks of increasing transaction costs, opportunity costs, and social capital costs. In competing with traditional (ex. hierarchical) modes of problem solving, nevertheless, collaboration as a problem solving strategy can have merits when the right leadership puts its rewards surpassing its risks. When leaders seek to facilitate ‘collaborative processes,’ they need to pay attentions to five dimensions of governance, administration, mutuality, autonomy, and norms of trust and reciprocity. From Chrislip and Larson’s work, I adopt ‘process leadership’ as a suitable leadership type for collaboration due to the fact that problem solving situations are characterized by cross-boundary collaboration, unclear prospects for getting results, and supremacy of nurturing over expertise. Rather than tactical, positional, or heroic leadership, this process leadership shares a great deal in common with transformational, servant or facilitative leadership. Collaborative leadership skills such as managing paradox, leading in solving peer problems, and keeping partners in networks are good examples.
참고문헌 (24)
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