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Leadership for Collaboration

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  • Helen Sullivan
  • Paul Williams
  • Stephen Jeffares

Abstract

‘Leadership’ and ‘collaboration’ are integral to twenty-first century governance and management but, despite a growing literature, understanding about leadership for collaboration is hampered by a lack of specificity and nuance in theory and empirical research. This article responds to these limitations by working within an interpretive framework and employing Q-method to uncover different interpretations of leadership for collaboration operant among public managers in Wales. The article uses the concept of situated agency to explain why public managers offer diverse interpretations of leadership for collaboration despite working within the same governance framework, and to identify challenges to public managers in determining appropriate leadership for collaboration.

Suggested Citation

  • Helen Sullivan & Paul Williams & Stephen Jeffares, 2011. "Leadership for Collaboration," Public Management Review, Taylor & Francis Journals, vol. 14(1), pages 41-66, January.
    • Handle: RePEc:taf:pubmgr:v:14:y:2011:i:1:p:41-66
    DOI: 10.1080/14719037.2011.589617
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    Cited by:

    1. Christine Harley & Louise Metcalf & Julia Irwin, 2014. "An Exploratory Study in Community Perspectives of Sustainability Leadership in the Murray Darling Basin," Journal of Business Ethics, Springer, vol. 124(3), pages 413-433, October.

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