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A new look at leadership in collaborative networks: process catalysts

It is now argued that the network approach with its horizontal orientation operates differently to conventional management, which is internally focused and directed at arranging an organisation’s resources with the aim of achieving goals in an efficient manner. To manage is to bring about and/or accomplish goals. In contrast, to lead is to influence, guide, build commitment, and convince others of a vision. The tasks of management and leadership overlap. However, whereas leadership is identified as an important aspect of conventional management, within collaborative network management, leadership becomes a much more critical and interlinked component. There are a variety of leadership theories identified in conventional management, including transformational and charismatic leaders and distributive leadership. Although these theories apply to some types of networks, they do not apply completely to collaborative networks. Collaborative networks, with its unique characteristics require fresh leadership skills. Drawing on two collaborative network case studies this paper examines the impact of these unique characteristics on the concept of leadership. The critical characteristics of these types of networks are the interdependence of the participants, the emphasis on process rather than only on achieving tasks and the need for systems change. Based on these characteristics a new concept of leadership called “process catalysts”, is presented.