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Researching Leadership for Collaborative Advantage

The paper explores leadership in inter-organizational collaborative contexts where the aim is to achieve synergistic gains known as Collaborative Advantage (Huxham and Vangen, 2005). It reviews relevant literature on leadership including the theory of collaborative advantage and extant research on constructionist relational and collective leadership. It reports on empirical research undertaken in the context of a UK public sector children’s services; a context characterized by turbulence, austerity and now Brexit. It develops four ‘relational leadership dimensions’ relevant to collaborative context. These dimensions arise in the interface between: sectoral contexts; partner organizations and the collaboration; the collaboration and service users, and the individual leader and the collaboration. It concludes with some thoughts on methodological challenges for empirical research in collaborative contexts.