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Review
'This is an important and original book. If anyone doubted the relevance of collaboration, connectivity, and effective leadership in today's small world, they must have been asleep as the cataclysmic financial events of 2008 unfolded. It's a book which is relevant to business and public sector leaders alike.'
Sir Ian Magee CB, Fellow of the Institute for Government and Senior Advisor, Booz & Company
'In all kinds of business, collaboration is here to stay. Now David Archer and Alex Cameron have created a guide that helps leaders understand what kind of collaboration is right for them, and how to make it work.'
Andrew Sharpe, Director of Standards and Technical Services, Rail Safety and Standards Board
'A really practical, how-to-do-it book on collaboration in client-supplier networks. How refreshing to find a book on such a complex subject which is so easy to read and yet so informative.'
Nicholas Hallett, Technical Director, Mott MacDonald
'This book gives great insights into the nature of partnerships and many practical ideas on how to make them work effectively.'
Andrew Summers CMG, Chairman, Companies House
Sir Ian Magee CB, Fellow of the Institute for Government and Senior Advisor, Booz & Company
'In all kinds of business, collaboration is here to stay. Now David Archer and Alex Cameron have created a guide that helps leaders understand what kind of collaboration is right for them, and how to make it work.'
Andrew Sharpe, Director of Standards and Technical Services, Rail Safety and Standards Board
'A really practical, how-to-do-it book on collaboration in client-supplier networks. How refreshing to find a book on such a complex subject which is so easy to read and yet so informative.'
Nicholas Hallett, Technical Director, Mott MacDonald
'This book gives great insights into the nature of partnerships and many practical ideas on how to make them work effectively.'
Andrew Summers CMG, Chairman, Companies House
Product Description
Collaborative leadership is about delivering results across boundaries. The nature of that boundary is important, whether it's a formal contract or an informal agreement between two parties to work together for a common aim. And leaders need to be clear about where the boundary lies and how to use the different capabilities on either side of it to build a positive and efficient relationship. As the poet Robert Frost once put it, 'Good fences make good neighbours'.
Getting value from difference is at the heart of the collaborative leader's task. But that is not without its challenges. As in many marriages, it is often this difference - in skills, experience, resources or culture - that attracts organisations to work together in the first place. Then, as time goes by, people start to rail against that very difference and try to remove it wherever it causes frustration in the joint operation. An often-heard criticism is 'Why can't they be more like us?'. But of course the truth is that if they were, you'd have lost the very reason that brought the two of you together.
So, collaborative leaders have to pull off a tricky balancing act - on the one hand, respecting and valuing the differences of a partner, while on the other, smoothing out some of those differences in the interests of making the relationship work more efficiently. At the same time, leaders have to learn to share control, and to trust a partner to deliver, even though that partner may operate very differently from themselves. Collaborative leadership is a sophisticated art - but mastering this complexity lies at the heart of business success now and in the future.
* Covers a growing area of importance for HR professionals and leaders, especially within public sector organizations
* The book's authors are highly experienced in working at the leading edge of many complex partnership projects
* Gives managers and HR professionals practical advice on how to manage sensitive collaborative relationships
Getting value from difference is at the heart of the collaborative leader's task. But that is not without its challenges. As in many marriages, it is often this difference - in skills, experience, resources or culture - that attracts organisations to work together in the first place. Then, as time goes by, people start to rail against that very difference and try to remove it wherever it causes frustration in the joint operation. An often-heard criticism is 'Why can't they be more like us?'. But of course the truth is that if they were, you'd have lost the very reason that brought the two of you together.
So, collaborative leaders have to pull off a tricky balancing act - on the one hand, respecting and valuing the differences of a partner, while on the other, smoothing out some of those differences in the interests of making the relationship work more efficiently. At the same time, leaders have to learn to share control, and to trust a partner to deliver, even though that partner may operate very differently from themselves. Collaborative leadership is a sophisticated art - but mastering this complexity lies at the heart of business success now and in the future.
* Covers a growing area of importance for HR professionals and leaders, especially within public sector organizations
* The book's authors are highly experienced in working at the leading edge of many complex partnership projects
* Gives managers and HR professionals practical advice on how to manage sensitive collaborative relationships
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Customer Reviews
Most Helpful Customer Reviews
1 of 1 people found the following review helpful
Format:Paperback
A must read for leaders of all types of organisations and teams, with great insight into the what the why and the how. Looks at the challenges of leadership and how to overcome them - if you're in this position, get the book ..
1 of 1 people found the following review helpful
Format:Paperback
When the great crash of 2008 - 200(?) is analysed it will be seen that economies started to slide as trust evaporated: trust in and between banks, governments and all the other institutions that keep economies working. Now is the time for leaders at all levels who are skilled in collaboration and rebuilding trust.
Collaborative leaders of companies and other institutions and interest groups promote and safeguard the process (for everyone) by sharing leadership, rather than taking unilateral action. They succeed because they have the collaborative skills to form and negotiate coalitions, alliances and partnerships. They deal with hostility, fix broken relationships and resolve conflict, and find win-win solutions, fast.
Alex Cameron and David Archer have written an excellent introduction to collaborative leadership, explaining what it is, why we need it and how to achieve it.
The book is indispensable for anyone who leads an organisation or project team - or Government - newcomers and experienced leaders alike.
Collaborative leaders of companies and other institutions and interest groups promote and safeguard the process (for everyone) by sharing leadership, rather than taking unilateral action. They succeed because they have the collaborative skills to form and negotiate coalitions, alliances and partnerships. They deal with hostility, fix broken relationships and resolve conflict, and find win-win solutions, fast.
Alex Cameron and David Archer have written an excellent introduction to collaborative leadership, explaining what it is, why we need it and how to achieve it.
The book is indispensable for anyone who leads an organisation or project team - or Government - newcomers and experienced leaders alike.
Format:Paperback
This book is a rich and rewarding roadmap full of responsible references which will help senior managers recognise and review the challenges and opportunities of collaborative leadership.
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Most Recent Customer Reviews
Collaborative Leadership
This is a well researched, entertaining read, that gets to the nub of the issues right away. By reading the book, leaders can get a grasp of why we behave the way we do and how in... Read more
Published on 25 April 2009 by Paul Pring
An entertaining and informative book
This is a very well researched and well written book, making it enjoyable and entertaining to read, as well as packed with useful and thought provoking information. Read more
Published on 1 April 2009 by D. Kelly
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