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Leadership by cavea: The social processes of interorganisational collaborative leadership

North-Samardzic, Andrea; Kan, Melanie; Edwards, Gareth

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Authors

Andrea North-Samardzic

Melanie Kan

Gareth Edwards Gareth3.Edwards@uwe.ac.uk
Professor of Leadership and Community Studies



Abstract

Research on interorganisational collaboration is longstanding however the role leadership plays in such collaborations is often neglected. Using grounded theory, we present a process model of 'leadership by cavea' whereby the relationships across organisations involved in a collaborative project were structured according to hierarchies of privilege, determined by the inherent power of 'bonding' social capital. While it emerged that cultural capital was a more valuable resource, this was recognised too late in the leadership process for it to make a necessary contribution. Our findings demonstrate that when seeking to practice collaborative leadership across organisations, individuals and the organisations they represent must be aware of the power they hold and wield, even needing to share or relinquish power to ensure that hierarchies of privilege do not hinder efforts to achieve mutual goals.

Citation

North-Samardzic, A., Kan, M., & Edwards, G. (in press). Leadership by cavea: The social processes of interorganisational collaborative leadership. Journal of Management and Organization, https://doi.org/10.1017/jmo.2023.42

Journal Article Type Article
Acceptance Date Jun 29, 2023
Online Publication Date Aug 7, 2023
Deposit Date Jun 29, 2023
Publicly Available Date Sep 8, 2023
Journal Journal of Management and Organization
Print ISSN 1833-3672
Electronic ISSN 1839-3527
Publisher Cambridge University Press (CUP)
Peer Reviewed Peer Reviewed
DOI https://doi.org/10.1017/jmo.2023.42
Keywords Collaborative leadership, cultural capital, grounded theory, interorganisational collaboration, social capital
Public URL https://uwe-repository.worktribe.com/output/10895726

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