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Being a Collaborative Leader (and Getting Things Done)
Cutter Consortium, May 2011, Pages: 17
This report offers coaching advice for organizations that want to cultivate collaborative leadership skills amongst their employees. You'll gain tips for encouraging your firm's leaders to become more empathetic, value the ideas of others, think both tactically and strategically, and become more innovative.
This report will help you:
- Create an environment in which others will succeed
- Consider how your own leadership behaviors impact the actions of others
- Avoid poor habits, such as fingerpointing, secrecy, poor performance, and weak interpersonal relations
- Assess the organizational culture surrounding your teams' work and the leadership skills of those involved
- Respond appropriately when a leader reverts to old command-and-control habits
- Explore the six qualities of a collaborative leader and how to apply them
- Distinguish between the collaborative leader and the more traditional authoritative or technically expert type of leader
This report compares the behavioral expectations of leaders from three separate studies:
1) an agile leadership study
2) a research project on the competencies of Certified Professional Facilitators
3) a study on top-performing rural community development experts.
Plus, you'll delve into case examples of two people who are differently prepared for the role of being a collaborative leader: Donna the project manager, and Robert the CEO.
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