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