Skip to main content

Collaborative leadership in the evolving workplace

Project Member(s): Kaine, S., Clegg, S., Josserand, E., Green, R.

Funding or Partner Organisation: Department of Education, Employment and Workplace Relations (Department of Education Employment and Workplace Relations Fund)

Start year: 2014

Summary: Australian workplaces are evolving under the pressures of globalization (Clegg and Carter 2009); patterns of leadership are changing in consequence. Multifunctional and multi-organisational work `precincts¿ such as Port Botany favour a more collaborative and dispersed model of leadership. The research will investigate the dynamics of collective leadership and collaborative networks in two case studies centred on a workplace precinct. It will identify the leadership skills, attributes and network influences that contribute to successful collaborations. The research directly contributes to the CWL research priority area of `Frontline leadership: building management and workplace leadership skills for productive outcomes¿. Research questions: 1. What constitutes successful workplace leadership in a `workplace¿ composed of multiple stakeholders with interdependent work tasks? 2. What approaches/skills do leaders need in order to manage these changing realities? 3. What can we learn from successful collaborative leaders?

Publications:

Josserand, EL & Kaine, S 2016, 'Regulation and the dynamic adjustment of public-private governance: The case of Port Botany, Sydney', 32nd EGOS Colloquium 2016, European Group for Organisational Studies Colloquium (EGOS), Naples, Italy.
View/Download from: UTS OPUS

Keywords: collaborative leadership, dispersed leadership, interdependence, multi-stakeholder

FOR Codes: Workplace and Organisational Ethics, Port Infrastructure and Management, Business and Management