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Developing Collaborative Leadership: A Study Of Organizational Change Toward Greater Collaboration And Shared Leadership

Clark, Jonathan Tyler
http://rave.ohiolink.edu/etdc/view?acc_num=antioch1229720750

Abstract Details

2008, Ph.D., Antioch University, Leadership and Change.
Implicit in leadership behavior is the ability to work with others, to be in relationship, and to collaborate. Contemporary theories about leadership have shifted from a focus on the individual “leader” toward the collective act of “leadership.” A concrete understanding of collaborative leadership remains somewhat underdeveloped in the literature and theoretically. This dissertation is a case study of organization's efforts to change from autocratic organizational leadership to a more collaborative working environment. Taking the form of a literary portrait, the study analyzes an example of action learning about collaborative leadership. The portrait will be of the agency's change, with special attention given to the issues facing the leadership team as it wrestles to change from top-down to collaborative leadership practice. The primary research question is: In today's shifting landscape, what practices and conditions will optimize the development of a collaborative working environment? Findings were that the development of a collaborative working environment can be optimized through the careful cultivation of the ten themes that emerged from the study: (1) on-going learning and continuous development, (2) flexibility, (3) trust, (4) respect/esteem/ positive regard, (5) willingness/commitment, (6) facilitative process (establishment of norms, ground rules/agreements, inclusivity, process capability/tacit knowledge of functional group process), (7) realistic optimism/positive personality/resilience/solution/strength/future focus, (8) communication skills, (9) social intelligence (ability to transcend the ego and to self-organize and motivate) and (10) an appropriate level of technical competence. The electronic version of this dissertation is available at the Ohiolink ETD Center http://www.ohiolink.edu/etd.
Carolyn Kenny, PhD (Committee Chair)
Laurien Alexandre, PhD (Committee Member)
Paul Pedersen, PhD (Committee Member)
Joyce Fletcher, PhD (Other)
181 p.
Behaviorial Sciences; Management; Organization Theory; Organizational Behavior; Psychology; Sociology
Shared Leadership; Collaboration; Collaborative Leadership; Organizational Change; Organization Development; Action Learning; Experiential Learning; Portraiture; Ally based Leadership; Co-Inquiry

Recommended Citations

Citations

  • Clark, J. T. (2008). Developing Collaborative Leadership: A Study Of Organizational Change Toward Greater Collaboration And Shared Leadership [Doctoral dissertation, Antioch University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1229720750

    APA Style (7th edition)

  • Clark, Jonathan. Developing Collaborative Leadership: A Study Of Organizational Change Toward Greater Collaboration And Shared Leadership. 2008. Antioch University, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=antioch1229720750.

    MLA Style (8th edition)

  • Clark, Jonathan. "Developing Collaborative Leadership: A Study Of Organizational Change Toward Greater Collaboration And Shared Leadership." Doctoral dissertation, Antioch University, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1229720750

    Chicago Manual of Style (17th edition)

antioch1229720750
16,263
© 2008, some rights reserved.Creative Commons License Developing Collaborative Leadership: A Study Of Organizational Change Toward Greater Collaboration And Shared Leadership by Jonathan Tyler Clark is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License. Based on a work at etd.ohiolink.edu.
This open access ETD is published by Antioch University and OhioLINK.