Integrative leadership and the creation and maintenance of cross-sector collaborations

Barbara C Crosby, John M Bryson

Research output: Contribution to journalArticlepeer-review

175 Scopus citations

Abstract

This article presents a theoretical framework for understanding integrative leadership and the creation and maintenance of cross-sector collaborations that create public value. We define integrative leadership as bringing diverse groups and organizations together in semi-permanent ways - and typically across sector boundaries - to remedy complex public problems and achieve the common good. Our framework highlights in particular the leadership roles and activities of collaboration sponsors and champions. The framework is illustrated with examples from the development of MetroGIS, a geographic information system that promotes better public problem-solving in the Minneapolis-St. Paul region of the US. A set of propositions is offered to guide further research and to prompt reflective practice.

Original languageEnglish (US)
Pages (from-to)211-230
Number of pages20
JournalLeadership Quarterly
Volume21
Issue number2
DOIs
StatePublished - Apr 1 2010

Keywords

  • Collaborative leadership
  • Cross-sector collaboration
  • Integrative leadership
  • Public leadership
  • Public value

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