Friday, 21 December 2012

Encouraging and developing emergent leadership

Encouraging and developing emergent leadership advantageous to a partnership
 
One of the key responsibilities of a partnership is to spot, encourage and develop emergent leadership. It is a common trait of partnerships that as their work develops so too do the partners themselves. Those that perhaps started on the fringes of a partnership can begin to exhibit a particular affinity, passion, or expertise for a specific area of the partnership’s work. Once identified, such individuals or organisations need to be encouraged further into the partnership to take up leadership roles consistent with their skills, abilities, motivations and passions.

These emergent leaders must be supported with appropriate training, development and other needed resources, but they also need careful management. Emergent leaders are only advantageous to a partnership if the activities they undertake and the results they achieve are consistent with its purpose and goals, so plenty of dialogue needs to take place between the partnership and its emergent leaders to ensure a shared understanding of and commitment to the activities and results required.


For more about collaboration go to: Sleeping-with-the-Enemy-Achieving-Collaborative-Success-2nd-Edition
 
 

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