Enacting Leadership for Collaborative Advantage: Dilemmas of Ideology and Pragmatism in the Activities of Partnership Managers
研究合作伙伴经理如何在跨组织协作中践行领导力，分析他们面临的活动类型、挑战与困境，并提出协作领导力涉及管理意识形态与实用主义之间的张力。
Working across organizations has long been recognized as a characteristic of public management, but recent years have seen a worldwide intensification in partnership working. Rhetoric about the benefits is endemic but so are complaints about the difficulty of partnership working in practice. Understanding the way that collaborative approaches may provide value is therefore an essential element of understanding the changing roles of public‐sector organizations. The particular aim of this paper is to contribute to a growing understanding of the way in which individuals enact leadership roles in such situations. The focus is on partnership managers, whose main role is to organize the activities of a collaboration. The way in which partnership managers enact leadership is explored and insight into the kinds of activities that typically occupy them, the types of challenges and dilemmas that they face and typical ways in which they respond to these is provided. We suggest that the main categories of activities split into two opposing perspectives on leadership. We propose an overarching concept which suggests that collaborative leadership involves the management of a tension between ideology and pragmatism.