Introduction
Studying collaborative leadership has enabled me to comprehend how a leader can influence teams’ performance in organizations by intersecting their efforts, skills, and knowledge through cooperation. Aside from internal collaboration, I have learned how to build relationships with external stakeholders such as executives, customers, and staff out of silos. Internal collaboration enhances organizational performance by establishing teamwork to solve problems. External collaboration extends the business network, essential for growth and expansion (Ospina et al., 2020). Through the course, I have gained the skills of building a collaborative culture in an organization, internal and external stakeholder identification, and management. I can implement effective organizational cooperation in a leadership position by drawing on team members’ essential skills to unify commitment and identify knowledge gaps, achieve interdivisional communications, and set trust and transparency.
Discussion
During the session, I learned collaborative organizations concepts to build a cohesive team working towards a common goal. Kurt Lewin’s leadership theory and foundational theories such as distributive leadership learned during the course can be applied in different leadership models such as education and healthcare to build a collaborative team. Class learning has capacitated me to construct effective leadership by pivoting on competencies to achieve short and long-term internal and external objectives. I could have performed better if I had learned evidence-based methods of establishing and following communication and multidivisional organizational structure. Additionally, knowing how to leverage digital technology such as video calls and meetings would have given me insights into collaborative leadership in substantial projects.
The topic of creating interdivisional cooperation with multiple executives is challenging to me. I need to learn how to establish leadership in organizations with various semi-autonomous units. Building a community in large corporations with complex organizational structures can be demanding (Ospina et al., 2020). The course materials can focus on how corporate leaders can implement digital communication solutions such as video conferencing, discussion message boards for executives, and virtual team-building tools to improve collaboration. Digital communication can enable me to understand how to coordinate multidivisional seamless experiences for customers and stakeholders.
I can assess the effects of the skills learned in this course on leadership practice. The earned value, and customer and stakeholder satisfaction prompted by the course learning will indicate my progress. Additionally, I can measure the subsequent effect of the course learning using quantitative methods such as citation counts on my scholarly materials. My aptness to improve expertise, production, and good external relations in leadership practice will be a perfect indicator of progress. Building the capacity for successful interpersonal interactions in an organization in a diverse age, sexuality, ethnicity, and cultural environment is a significant measure of personal improvement.
Conclusion
Through the course, I have grasped the different leadership styles and their relation to collaborative leadership. I can identify the different barriers to workplace relationships and utilize leadership models to overcome the barriers. The course has enabled me to understand and differentiate internal and external collaboration and how to implement them in a hi-tech global environment. However, I haven’t completely understood communication while managing complex business relationships with multiple internal and external interests. Understanding how I can apply digital innovations to facilitate effective communication in a multidivisional organizational structure will improve my skills. Finally, I can use the tools for collaboration to foster a collaborative organizational culture to energize employees, reduce turnover and create rigid external relations.
Reference
Ospina, S. M., Foldy, E. G., Fairhurst, G. T., & Jackson, B. (2020). Collective dimensions of leadership: connecting theory and method.Human Relations, 73(4), 441-463.