Leadership is a collaborative, political and democratic practice that provides direction, energy and critical engagement on issues that are made to matter.
Collaborative leadership is a political and democratic practice that provides direction, energy and critical engagement on issues that are made to matter, by bringing together diverse groups of people with the intent of achieving something they cannot achieve alone.
Ellen’s son, Harry, is 16 years old. He is very attached to his smartphone and does not like to be without it. He uses his smartphone to stay in touch with all of his school friends and the friendships he has developed in his karate club. Via his phone, he learns about the clothing styles worn by people interested in the same kind of music as him. Harry is also a socially and politically aware teenager. He uses Twitter to stay in touch with what people are saying about politics. A group of his friends also happen to be volunteers with Family Time. They organise fundraising sessions and volunteer to spend time with younger people, playing sports and encouraging them to learn musical instruments. They organise and communicate via WhatsApp, an app that enables rapid communication within groups. Their activities can be quite spontaneous, as well as carefully planned. Ellen often does not understand the language Harry and his friends use, although she sometimes wishes he would improve his punctuation and grammar in his online life!
The term ‘voluntary’ conjures up visions of well-meaning amateurs attempting to do good in a very British, slightly dysfunctional way. However, those working for charities know the reality of the sector is far from this, with some charities delivering services to those most in need far more effectively and efficiently than government bodies and other self-proclaimed professional organisations. (Cooper, 2013)
Filo (F): | Speaking as someone indigenous of this country, the level of things that were going on in equality with every race [in the group] was OK. I understand and I accepted that. But... we were not recognised as indigenous... to give us some recognition. |
Researcher (R): | Like special recognition? |
F: | Yes... no... to take us away from the main... you know, to at least recognise that these are the first people of this country. Because according to this country development and things like that... within the rural areas and things... to understand us as a nation, or globally − they are left out. |
R: | How, in your view, have other women failed to recognise you? |
F: | My expectation is, for example, women from the rural areas to be... We cannot involve them, the transportation and getting them across is expensive. To go to them and see how they feel, how they view things. Mostly we are meeting on the level up here. A higher level. |
R: | You feel that women from rural areas should also be included? |
F: | Now and then to be represented… from the rural areas… from the grassroots level. There are some who are only in the rural areas, which are only indigenous. Mostly that’s how I feel… Only the heads are coming. |
R: | I see, but what was the reason for not voicing it with other women? |
F: | I was thinking it was, like, selfish. |
R: | How was it selfish? |
F: | ...Just because I don’t want to be named like... They probably think otherwise, not the way I think. Sometimes when you say things, get involved emotionally… it touches. |
Wouldn’t you agree that given we have only three weeks until we submit this funding bid we really shouldn’t be discussing volunteering strategy at this meeting?
More than ever, the voluntary sector must work together to develop a new and more self-confident narrative which stresses the distinctive qualities of an independent sector, challenges the status quo and shows how it can be even better at delivering its mission.
I want to thank you for putting me in front of a government minister. We can’t get in front of government ministers because we are so vocal and we give the people a voice. And we actually put people up to say that this has to stop happening in the fifth most powerful economy in the world. We have got to do something to make a difference in the lives of these people. They are not spongers and scroungers and feckless. They are hardworking people. I want to make a difference and I want to help people. I want to sit down with government and challenge them to do things slightly differently, and give people a chance. (Civil Society, 2016)
Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it's the only thing that ever has. (Attributed to Margaret Mead, anthropologist)
Personality differences |
Changes of personnel |
Competition between collaborating teams/organisations |
Changes in policy – at national or local levels |
Political change in national or local government |
Slow pace of progress |
Failure to agree basic ground rules / terms of reference |
Failure to achieve sign-off from senior managers |
One partner pulls out due to changes in their organisation |
No decisions are made |
Powerful partners dominate |
Structural arrangements for collaboration change |
No one takes responsibility |
Everyone is too busy |
Nothing gets done |
Collusion between other partners |
Disagreement on the aims of the collaboration |
Realisation that collaborating organisations each have different aims |
Too much time spent reaching agreement to act |
The issue we were addressing together has changed |
Leadership Practices | Policy | Identity | Processes | Relationships |
Asking challenging questions | Challenging local policy at a council committee | |||
Story telling | Telling stories about the impact of our work that change the way our partners see us | Telling stories about our work through key informal contacts | ||
Building coalitions | Developing a joint training programme with the local authority | |||
Advocating | Speaking on behalf of families in need at a meeting with the CGC | |||
Recognising points of power | Recognising opportunities to challenge policy | |||
Negotiating |