Collaborative Leadership
Collaborative Leadership
Self-Reflection
Participant’s Guide
Collaborative Leadership Self-Reflection
Each of these elements is key to the collaborative process. They are not mutually
exclusive but support each other and provide a comprehensive picture of the essential
skills of a collaborative leader.
Assessing the Environment: This is the capacity to recognize common interests,
especially the capacity to recognize and understand other perspectives. It is a
fundamental quality of collaborative leadership. Collaboration seeks goal attainment
around shared visions, purposes, and values. When he or she brings different points of
views to an issue or problem, a collaborative leader facilitates connections and
encourages group thinking that identifies clear, beneficial change for all participants. The
goal is to set priorities and then identify barriers and obstacles to the achievement of
priorities.
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Participant’s Guide
The following pages provide background material for learning activities in which you
will be engaged during this workshop.
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Collaborative Leadership Self-Reflection
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Participant’s Guide
Collaborative Leadership
Self Reflection
Self-Assessment Exercise
For each item, circle one rating under the "Behavior Frequency" column indicating your view of
how often you exhibit that behavior. Your responses to this questionnaire are for your own use.
You will not be asked to share your scores after you have answered. You will be asked to use
your score and your responses to help you develop a personal learning plan.
BEHAVIOR FREQUENCY
Sometimes
Behaviors
Seldom
Always
Almost
Often
I recognize the effect of my emotions on work
1 1 2 3 4 5 6 7
performance.
2 I recognize the effect of my emotions on relationships. 1 2 3 4 5 6 7
3 I recognize my personal impact on group dynamics. 1 2 3 4 5 6 7
4 I can describe my strengths realistically. 1 2 3 4 5 6 7
5 I can describe my weaknesses realistically. 1 2 3 4 5 6 7
6 I work to understand others’ perspectives. 1 2 3 4 5 6 7
7 I read the dynamics of groups. 1 2 3 4 5 6 7
I listen to others actively, checking to ensure my
8 1 2 3 4 5 6 7
understanding.
9 I read non-verbal communication accurately. 1 2 3 4 5 6 7
I use self-assessment tools such as personality
10 1 2 3 4 5 6 7
inventories to inform my self reflections.
I seek feedback from all relevant constituencies about 7
11 1 2 3 4 5 6
my behavioral impact.
Your Score: Add all the circled behavior frequencies. Write the number in the box.
What do you think are your most important areas for improvement in self-reflection?
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Collaborative Leadership Self-Reflection
Self-Awareness
• Emotional self-awareness: Reading one’s own emotions and recognizing their
impact; using “gut sense” to guide decisions.
• Accurate self-assessment: Knowing one’s own strengths and limits.
• Self-confidence: A sound sense of one’s worth and capabilities.
Self-Management
• Emotional self-control: Keeping disruptive emotions and impulses under control.
• Transparency: Displaying honesty and integrity; trustworthiness.
• Adaptability: Flexibility in adapting to changing situations or overcoming obstacles.
• Initiative: Readiness to act and seize opportunities.
• Optimism: Seeing the “upside” in events.
Social Awareness
• Empathy: Sensing others’ emotions, understanding their perspective, and taking
active interest in their concerns.
• Organizational awareness: Reading the currents, decision networks, and politics at
the organizational level.
• Service: Recognizing and meeting follower, client, and customer needs.
Relationship Management
• Inspirational leadership: Guiding and motivating with a compelling vision.
• Influence: Wielding a range of persuasion tactics.
• Developing others: Bolstering others’ abilities through feedback and guidance.
• Change catalyst: Initiating, managing, and leading in a new direction.
• Conflict management: Resolving disagreements.
• Building bonds: Cultivating and maintaining a web of relationships.
• Teamwork and collaboration: Cooperation and team building.
Reprinted by permission of Harvard Business School Press. From Primal Leadership: Realizing the Power
of Emotional Intelligence, Daniel Goleman, Annie McKee, Richard E. Boyatzis. Boston, MA 2002, p. 39.
Copyright © 2002 by the Harvard Business School Publishing Corporation; all rights reserved.
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Participant’s Guide
Birth Now
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Collaborative Leadership Self-Reflection
Look at the events on your timeline. Identify where your attitudes, behaviors, and values
demonstrated strengths in the four categories of emotional intelligence. Where were
there gaps? Make notes below.
Self-Awareness
Self-Management
Social-Awareness
Relationship-Management
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Participant’s Guide
Fishbowl Instructions
Purpose: To increase observation and self-reflection skills by identifying verbal and non-verbal
behaviors that impede or facilitate effective collaboration.
Roles
• Collaborative Leader (played by workshop Facilitator)
• Teenager
• Parent
• School representative
• Police officer
• Public Health Dept. representative
• Liquor store owner
Situation
An alcohol prevention coalition is meeting for the first time to decide on a strategy to
reduce teenage alcohol use. There is only enough funding for ONE strategy.
Inner Circle
Role players will enact the situation based on role descriptions they will receive.
Outer circle
The rest of the participants will observe the collaborative leader to critically assess
ineffective and effective group process skills.
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Collaborative Leadership Self-Reflection
Observation Notes
Ineffective Effective
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Participant’s Guide
Self-Reflection: Fishbowl
How does my leadership style compare to that of the collaborative leader in the role play? What
insights have I realized regarding my strengths and gaps? Is there anything I would do differently in
the future?
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Collaborative Leadership Self-Reflection
CQI Tools
• Journaling, writing
• Observation of self and others
• Peer support
• Meditation, Prayer
• Exercise
• 360-degree feedback process
• Coaching, mentoring
• Reading
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Participant’s Guide
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Collaborative Leadership Self-Reflection
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Participant’s Guide
Web Resources
eric.web.tc.columbia.edu/families/TWC
www.ncrel.org/cscd/pubs/lead21
www.collaborativeleadership.org
www.pew-partnership.org
www.kettering.org
Community Toolbox. http://ctb.ku.edu/. The Community Toolbox’s goal is to support
your work in promoting community health and development. It provides over 6,000
pages of practical skill-building information on over 250 different topics. Topic sections
include step-by-step instruction, examples, checklists, and related resources.
Working Together for Healthier Communities: A Framework for Collaboration Among
Community Partnerships, Support Organizations, and Funders. Community Toolbox.
http://ctb.ku.edu/tools/en/section_1381.htm.
Center for the Advancement of Collaborative Leadership Strategies in Health.
www.cacsh.org . The Center for the Advancement of Collaborative Strategies in Health
at The New York Academy of Medicine helps partnerships, funders, and policy makers
realize the full potential of collaboration to solve complex problems related to health or
any other area.
Free Management Library. Management Assistance for Nonprofits.
http://www.managementhelp.org. Complete, highly integrated library for nonprofits and
for-profits.
Self-Reflection
Giesen, G. Creating Authenticity: Meaningful Questions for the Minds and Souls of
Today’s Leaders. GGA, Inc., 2002. Ordering information: 303-346-0183 or
www.greggiesenassociates.com.
Goleman, D., Boyatzis, R., and McKee, A. Primal Leadership: Realizing the Power of
Emotional Intelligence. Harvard Business School Press, 2002.
Jaworski, J. and Scharmer, O. Leadership in the New Economy: Seeing and Actualizing
Emerging Futures. Working Paper, Society for Organizational Learning, May 2000.
http://www.sol-ne.org/static/research/RedBook4-10Final.pdf.
Journaling Your Life: Great Tips. http://h.arce.tripod.com.
Oakley, E. and Krug, D. Enlightened Leadership. Stone Tree Publishing, 1992.
Society for Organizational Learning. The organization was created to connect
corporations and organizations, researchers, and consultants to generate knowledge about
and capacity for fundamental innovation and change by engaging in collaborative action
inquiry projects. http://www.solonline.org.
The Consortium for Research on Emotional Intelligence, www.eiconsortium.org.
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Collaborative Leadership Self-Reflection
Reading
Peer Support
Journaling
Coaching
Training
Other
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Participant’s Guide
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