LEADERSHIP IN THE SHAPING AND IMPLEMENTATION OF COLLABORATION AGENDAS: HOW THINGS HAPPEN IN A (NOT QUITE) JOINED-UP WORLD.

Abstract

This article contributes to the theory of collaboration in social settings and is based on data collected during action research interventions in a number of public and community interorganizational collaborations.We conceptualize leadership in collaborations as stemming from three leadership media-structures, processes, and participants-and argue that none of these is wholly within the control of the members of a collaboration.Leadership activities that participants undertake in order to move a collaborative agenda forward are described.