Collaborative Leadership

Leaders foster coordinated effort and fabricate lively groups. They effectively include others. Leaders comprehend that shared admiration is the thing that maintains phenomenal efforts; they endeavor to make a climate of trust and human nobility. They fortify others, making every individual feel proficient and intense.

Every group, team, or organization has a leader. That leader has to have certain qualities to be well respected and followed by his or her following. Not only does the leader have qualities and responsibilities to maintain but also the group’s members. Both the leader and individuals in the group must have respect, fear, and honesty among each other to be a productive group.

After taking the values balancing test my score is higher for collaboration then personal. Which means my leadership values are capacity for collaboration. These values are feminine and personal initiative are masculine values. Because I have capacity for collaboration it means that I underestimate my personal initiative and if I had personal initiative it means that I underestimate my capacity for collaboration. My score between personal and collaboration were only 2 or 3 points away from each other. If I had to work with someone who had different values then me. I would have to use both leadership values styles like being or risk taker but also adaptable when working on a project. After taking the unconscious bias I scored a 3 which means

In his article on the five big leadership ideas that he has summed over the years, Allio (2010) raises a few points that are relevant to a culturally diverse workplace when it comes to leadership, collaboration and team work.

Talented collaborative leaders are created of a combination of traits. A good leader is someone who communicates well and is honest with their peers. For instance, he/she tells them when they are wrong and how they could improve. Not only does a leader tell their followers when they are doing wrong but also gives motivation by providing them with positive feedback. A successful collaborative leader needs to have power to influence other people's action, values, beliefs, and attitudes (Northouse, 2016). It is important for them to not become bossy and to treat every member equally and with respect. A leader should leave stigmas behind, be loyal, and be respectful. Being involved and knowing how to manage everything is important in order for he/she to make the group environment safe in were all the

Businesses also have a variety of different leaders controlling the organization. Some executives attain a high-level position, placing them in a leadership role. However, there are many leadership positions that do not actually “lead” a team. A leader does not decide to be a leader overnight. A leader possesses a particular set of qualities and

Leaders foster collaboration and build trust by empowering others to take initiative and responsibility (Kouzes & Posner, 2012). Within this practice, leaders focus on building a bond with their constituents, sharing information, and enabling their team to make independent decisions to meet goals. The primary goal of this practice is building trust with constituents. In addition, communicating interdependence and fostering collaboration are critical to this practice. The role of an exemplary leader is to create a connected environment where people feel supported, competent and

Collaboration is working with two or more people to accomplish a shared goal. Being a person who possess leadership is socially influencing and directing the efforts of others towards achieving the goal. A learning artifact that connects to collaboration and leadership is the Huck Finn map project. That project helped expand my leadership abilities and work with a group to accomplish the common goal. The artifact directly connects to the collaboration and leadership exit outcome because I directed my group efforts, worked together to reach common goal, and socially influenced the group.

The leadership structure for the Collaboratory will include the PD/PIs, the Executive Committee (EC), and the Administrative Core (See Figure, Organizational Data, Page 2). The PD/PIs and EC will respond to and incorporate input from the NIAID Program Official and Grants Management Official, the Scientific Advisory Board (SAB), and the Community Advisory Board (CAB) into the Collaboratory strategic planning and decision making. The PD/PIs will direct the Administrative Core which provides support and resources for the research teams. The Administrative Core will also include the Program Manager responsible for overseeing day-to-day operations, organization, communication, and coordination of Collaboratory activities.

Leadership can take many different forms, depending on the person and the situation in which it is needed. Collaborative leadership is a leadership style in which a leader brings together a large group of people, with a variety of backgrounds, to make a productive decision and act upon it. According to Chrislip and Larson (1994):

I believe there need to be more collaborative leadership, focusing on ideas that form knowledge as it comes from the social realm, and that knowledge itself is the exponent of many beliefs. Ultimately, knowledge is the spinoff of social discourse and communication (Nichols, 2014). The nature of the collaborative environment means that a therapist and client are equally valued. As a result, collaborative environment can be nurturing, providing the chance to share knowledge and psychoeducation for the members on an ongoing basis. Additionally, obliging leaders often share their knowledge and experience by providing ongoing personalized coaching to other members of the family, becoming inspiring, ground-breaking, and helpful any therapeutic settings (Gladding, 2015).

What an organization can do to encourage and support collaborative and adaptive leadership is to always have two leaders on the highest positions with very different backgrounds between each other to provide different points of view, but at the same time will make the leaders work together, learn from each, and provide this example for the followers to learn and work from. This idea comes from a history example provided by the Boston Consulting Group’s Strategy Institute which explained how “embracing opposing views comes from Abraham Lincoln, who deliberately named his rivals to his cabinet“ (Torres, Reeves, & Love, n.d.). By having different leadership perspectives on his cabinet, president Lincoln was able to analyze a problem or a solution

In such leadership models, leaders work with other people (always their subjects or inferiors) to achieve a common good. Often, the common good might be a competitive advantage in business, brand identity, community support or expansion and growth of the business (Crossman, 2010). Additionally, to these collaborative approaches leaders seek to ensure that their employees are involved in decision making to make a contribution and bring impact in their specific departments (Burns & Peltason, 1966).

Participative leadership means to share authority with others to get tasks done in a better, faster, and cooperative manner by involving everyone in the process. Here, there is a high value for the contribution of every team member and participation is strongly encouraged in problem solving. This type of leadership is a relatively new method in the work process, and it challenges the traditional way of bossing others around. The purpose of this paper is to analyze the effectiveness of participative leadership in the work process. It will argue how through participative leadership it is possible to create en efficient work environment using strategies of psychological empowerment, the provision of organizational perspectives, group reciprocity, and learning to accept change.

The second practice is to inspire a Shared Vision. A leader should be able to imagine a shared vision for the future. Next, a leader should be able to inspire others to believe in the common vision. Leadership is about engaging with others to solve problems. Leaders need to know what values, hopes, and aspirations that their team wants to utilize for success.