Leadership Training for Collaboration. Draft / Sharon L. Kagan.

Based in part on a 1992 study of 72 United States early care collaborations and leaders, this paper explores conventional understandings of leadership, reviews the leadership literature, and goes on to compare and discuss collaborative leadership in detail. The paper notes that collaborative leadership stresses the relatedness of systems wherein for an individual to succeed, others must also succeed. It draws upon systems theory and integrated interactive services among agencies and disciplines. Whereas earlier and current models stress charismatic hero leaders (who rise to the top--emphasizing their greater power and the presumed lesser power and abilities of those who did it), the paper concurs with Peter Senge's view of leadership requirements for organizations in the 1990s. It calls for leaders who are "designers, stewards, and teachers." Emphasis is on collective ideas of governance, collective values and purpose, with leaders structuring environments, conveying purpose but preserving flexibility, enabling others to be more insightful, and empowering others. The paper suggests that some of the most promising systems integration work in the United States today is happening in early child care and education. The recent leadership study on which this paper is based focused on dimensions of leadership, specifically identifying, implementing and sharing leadership. These aspects are discussed in detail. Contains 12 references. (ET)

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