A leadership framework for cross-sector collaboration

Barbara C Crosby, John M Bryson

Research output: Contribution to journalArticlepeer-review

92 Scopus citations


This article presents an approach to collaborative leadership - the Leadership for the Common Good Framework. The framework includes the following elements: attention to the dynamics of a shared-power world; the design and use of forums, arenas, and courts, the main settings in which leaders and constituents foster policy change in a shared-power world; effective navigation of the policy change cycle; and the exercise of a range of leadership capabilities. The framework can provide useful guidance for public officials and managers who seek to meet complex social needs in an era of stringency in public service budgets and of skepticism about government's problem-solving ability. Beyond that, however, more research is needed on how best to pursue leadership in shared-power, cross-sector settings.

Original languageEnglish (US)
Pages (from-to)177-201
Number of pages25
JournalPublic Management Review
Issue number2
StatePublished - Jun 2005

Bibliographical note

Funding Information:
The Steering Committee of the African-American Men Project basically ensured continuation and expansion of the project coalition by successfully recommending to the Hennepin County Board that a successor group – the African-American Men Commission – should be set up and $500,000 in seed money provided for the next phase of the project. Eventually, Gary Cunningham believes, the best course for the project is to be ‘spun out from the county [government] and supported by the community’ (Cunningham 2003).

Copyright 2020 Elsevier B.V., All rights reserved.


  • Collaboration
  • Collaborative leadership
  • Cross-sector collaboration
  • Leadership
  • Policy change
  • Shared-power

Fingerprint Dive into the research topics of 'A leadership framework for cross-sector collaboration'. Together they form a unique fingerprint.

Cite this