메뉴 건너뛰기




Volumn 17, Issue 1, 2012, Pages

Stewards, mediators, and catalysts: Toward a model of collaborative leadership

Author keywords

Collaboration; Collaborative governance; Contingency; Leadership; Stakeholder; Workforce development.

Indexed keywords


EID: 84874522747     PISSN: None     EISSN: 17153816     Source Type: Journal    
DOI: None     Document Type: Article
Times cited : (166)

References (18)
  • 2
    • 0003604022 scopus 로고
    • Collaborative Leadership: How Citizens and Civic Leaders can Make a Difference
    • San Francisco: Jossey-Bass
    • Chrislip, D. and C. Larson. 1994. Collaborative Leadership: How Citizens and Civic Leaders can Make a Difference. San Francisco: Jossey-Bass.
    • (1994)
    • Chrislip, D.1    Larson, C.2
  • 3
    • 26944473097 scopus 로고    scopus 로고
    • Leadership for the Common Good: Tackling Public Problems in a Shared-Power World
    • San Francisco:Jossey-Bass
    • Crosby, B. C. and J. Bryson. 2005. Leadership for the Common Good: Tackling Public Problems in a Shared-Power World. San Francisco:Jossey-Bass.
    • (2005)
    • Crosby, B.C.1    Bryson, J.2
  • 4
    • 77949568498 scopus 로고    scopus 로고
    • Integrative Leadership and the Creation and Maintenance of Cross-Sector Collaborations
    • Crosby, B. C. and J. Bryson. 2010. Integrative Leadership and the Creation and Maintenance of Cross-Sector Collaborations. The Leadership Quarterly, 21(2): 211-30.
    • (2010) The Leadership Quarterly , vol.21 , Issue.2 , pp. 211-230
    • Crosby, B.C.1    Bryson, J.2
  • 6
    • 0001998233 scopus 로고
    • Leadership in Collaboration: A Longitudinal Study of Two Interorganizational Rule-Making Groups
    • Feyerherm, A. 1994. Leadership in Collaboration: A Longitudinal Study of Two Interorganizational Rule-Making Groups. Leadership Quarterly, 5(3/4): 253-70.
    • (1994) Leadership Quarterly , vol.5 , Issue.3-4 , pp. 253-270
    • Feyerherm, A.1
  • 7
    • 0034360796 scopus 로고    scopus 로고
    • Leadership in the Shaping and Implementation of Collaboration Agendas: How Things Happen in a (Not Quite) Joined-up World
    • Huxham, C., and S.Vangen. 2000. Leadership in the Shaping and Implementation of Collaboration Agendas: How Things Happen in a (Not Quite) Joined-up World. The Academy of Management Journal, 43(6): 1159-75.
    • (2000) The Academy of Management Journal , vol.43 , Issue.6 , pp. 1159-1175
    • Huxham, C.1    Vangen, S.2
  • 8
    • 0009021832 scopus 로고    scopus 로고
    • Catalytic Leadership: Strategies for an Interconnected World
    • San Francisco: Jossey-Bass
    • Luke, J. S. 1997. Catalytic Leadership: Strategies for an Interconnected World.San Francisco: Jossey-Bass.
    • (1997)
    • Luke, J.S.1
  • 9
    • 84881925860 scopus 로고    scopus 로고
    • A New Look at Leadership in Collaborative Networks: Process Catalysts
    • edited by J. A. Raffel, P. Leisink and A. E. Middlebrooks. Cheltenham: Edgar Elgar Publishing
    • Mandell, M. P., and R. Keast. 2009. A New Look at Leadership in Collaborative Networks: Process Catalysts. Pp. 163-78 in Public Sector Leadership: International Challenges and Perspectives, edited by J. A. Raffel, P. Leisink and A. E. Middlebrooks. Cheltenham: Edgar Elgar Publishing.
    • (2009) Public Sector Leadership: International Challenges and Perspectives , pp. 163-178
    • Mandell, M.P.1    Keast, R.2
  • 10
    • 70350757577 scopus 로고    scopus 로고
    • Social Accountability and Community Forest Management: the Failure of Collaborative Governance in the Wombat Forest
    • Matthews, N., and B.Missingham. 2009. Social Accountability and Community Forest Management: the Failure of Collaborative Governance in the Wombat Forest. Development in Practice, 19(8): 1052-63.
    • (2009) Development in Practice , vol.19 , Issue.8 , pp. 1052-1063
    • Matthews, N.1    Missingham, B.2
  • 11
    • 85132143542 scopus 로고    scopus 로고
    • Developing Public Leaders in an Age of Collaborative Governance
    • edited by R. S. Morse and T. F. Buss. Armonk: M.E. Sharpe.
    • Morse, R. 2008. Developing Public Leaders in an Age of Collaborative Governance. Pp. 79-100 in Innovations in Public Leadership Development, edited by R. S. Morse and T. F. Buss. Armonk: M.E. Sharpe.
    • (2008) Innovations in Public Leadership Development , pp. 79-100
    • Morse, R.1
  • 12
    • 77949568840 scopus 로고    scopus 로고
    • Integrative Public Leadership: Catalyzing Collaboration to Create Public Value
    • Morse, R. S. 2010. Integrative Public Leadership: Catalyzing Collaboration to Create Public Value. The Leadership Quarterly, 21(2): 231-45.
    • (2010) The Leadership Quarterly , vol.21 , Issue.2 , pp. 231-245
    • Morse, R.S.1
  • 13
    • 77949569078 scopus 로고    scopus 로고
    • Building Bridges From the Margins: The Work of Leadership in Social Change Organizations
    • Ospina, S., and F. Erica. 2010. Building Bridges From the Margins: The Work of Leadership in Social Change Organizations. The Leadership Quarterly, 21(2): 292-307.
    • (2010) The Leadership Quarterly , vol.21 , Issue.2 , pp. 292-307
    • Ospina, S.1    Erica, F.2
  • 14
    • 77949569215 scopus 로고    scopus 로고
    • Integrative Leadership for Collaborative Governance: Civic Engagement in Seattle
    • Page, S. 2010. Integrative Leadership for Collaborative Governance: Civic Engagement in Seattle. The Leadership Quarterly, 21: 246-63.
    • (2010) The Leadership Quarterly , vol.21 , pp. 246-263
    • Page, S.1
  • 15
    • 79960087489 scopus 로고    scopus 로고
    • A Case Study in Collaborative Governance: Health Care Law Reform in Georgia
    • Scott, C. 2011. A Case Study in Collaborative Governance: Health Care Law Reform in Georgia. Conflict Resolution Quarterly, 28(4): 441-62.
    • (2011) Conflict Resolution Quarterly , vol.28 , Issue.4 , pp. 441-462
    • Scott, C.1
  • 16
    • 66349139054 scopus 로고    scopus 로고
    • Making Governance Networks Effective and Democratic Through Metagovernance
    • Sørensen, E., and J.Torfing. 2009. Making Governance Networks Effective and Democratic Through Metagovernance. Public Administration, 87(2): 234-58.
    • (2009) Public Administration , vol.87 , Issue.2 , pp. 234-258
    • Sørensen, E.1    Torfing, J.2
  • 17
    • 84990317345 scopus 로고    scopus 로고
    • Nurturing Collaborative Relations: Building Trust in Interorganizational Communication
    • Vangen, S., and C. Huxham. 2003. Nurturing Collaborative Relations: Building Trust in Interorganizational Communication. The Journal of Applied Behavioral Science, 39(1): 5-31.
    • (2003) The Journal of Applied Behavioral Science , vol.39 , Issue.1 , pp. 5-31
    • Vangen, S.1    Huxham, C.2
  • 18
    • 59349104510 scopus 로고    scopus 로고
    • Explaining Institutional Change in Tough Cases of Collaboration: 'Ideas' in the Blackfoot Watershed
    • Weber, E. P. 2009. Explaining Institutional Change in Tough Cases of Collaboration: 'Ideas' in the Blackfoot Watershed. Public Administration Review, 69(2):314-27.
    • (2009) Public Administration Review , vol.69 , Issue.2 , pp. 314-327
    • Weber, E.P.1


* 이 정보는 Elsevier사의 SCOPUS DB에서 KISTI가 분석하여 추출한 것입니다.