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1)Leadership through structure: -

• The structure of a collaboration is taken to be the organizations and individuals associated with it and the structural inter-connections between them.Many collaborations appoint a member of one of the participating organizations to the individual positional leader role of the committee, board or group.There are participants who are acknowledged by others to have an authority to lead reference their position in the partnership structure (positional leaders)
• Many types of positional leaders may be identified:

1. A "lead organization" that can be the organization that convened the collaboration in the first place, or a "host organization" which houses the collaboration physically and administratively. Individuals within the "lead organization" enact leadership and gain greater authority to do so through working "on behalf of the lead" organization
2. A management committee, board or steering group comprising individuals representing organizations associated with the collaboration.This position affects the facility for other group members to enact their leadership roles.

1)Leadership through structure: -
– The structure of a collaboration is taken to be the organizations and individuals associated with it and the structural inter-connections between them.
– Structure is seen as a “complex medium of control which is continually produced and recreated in interaction and yet shapes that interaction”.
– Leadership and structure are similar concepts, with much of the influence of a leader being depend upon the way that organization structure affects the potential for relational leadership
– Structure affects the way people act but does not prevent deliberate action
– The development of structures normally emerge out of the practical reality of the tasks that they tackle
– Structures play an important leadership role because they determine:
• Who may have an influence on shaping a partnership agenda.
• Who may have power to act
• What resources may be tapped
– Given that collaborative structures play such an important role in shaping and implementing the direction of the partnership, it is significant that they are often not within the control of members of the collaboration (they are imposed structures by policy makers, funders, etc.).
– The imposed structures can be intrusive determining:
• Which organizations are involved
• How they make be organized
• Which organization will take the lead.

1. Leadership through process: -
   – The processes integral to a collaboration also plays significant role in shaping and implementing a partnership’s agenda.
   – Process refers to formal and informal instruments such as:
    Committees, Workshops, Seminars, Telephone, fax, email, etc.
   – Via these processes the collaboration’s communication takes place.
   – The way in which and the frequency by which members communicate are the obvious components of processes.
   – Some processes encourage members to share information and develop common understanding of issues, whereas others hinder active communication  Processes may empower (or not) potential members to have access to debate concerning the partnership’s agenda.


2. Leadership through participants: -
   – Participants play a powerful leadership role in influencing the agenda.
   – Participants include: individuals, groups, and organizations
   – Any participant who has the power and know-how to influence the partnership agenda may take the lead.
   – The notion of a leader with a hierarchical power over the followers does apply in collaborations  the potential for exercising “decisive control” by virtue of formal position is reduced. There are participants who are acknowledged by others to have an authority to lead reference their position in the partnership structure (positional leaders)
   – Many types of positional leaders may be identified:


3. A “lead organization” that can be the organization that convened the collaboration in the first place, or a “host organization” which houses the collaboration physically and administratively. Individuals within the “lead organization” enact leadership and gain greater authority to do so through working “on behalf of the lead” organization


4. A management committee, board or steering group comprising individuals representing organizations associated with the collaboration. Many collaborations appoint a member of one of the participating organizations to the individual positional leader role of the committee, board or group. This position affects the facility for other group members to enact their leadership roles. A dominant “leader” has the positional power to influence strongly their decisions, whereas a weak one may leave them directionless.


5. Researchers, facilitators or consultants may be commissioned as well to help members of the collaboration to manage their collective working processes or provide other support. Their role is regarded as being explicitly neutral to the collaborative agenda., yet any intervention is likely to have an effect on the direction of the collaboration.
   The interrelation between the three media: -
   – Structure influence process designs and what participants can do.
   – Processes influence the structures that emerge and who can influence the agenda.
   – Participants influence the design of both structure and process.