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What is the Collective Leadership Inventory?

This Collective Leadership Inventory (CLI) is a brief self assessment tool that is intended to assist the leadership develoment of those involved in collective and collaborative leadership within the public sector.

The CLI orginated as a product of a series of ESRC funded seminars from 2006 through to 2008 which involved discussion and deliberation between senior academics, senior practitioners and senior policy makers from across the public sector. This was published as "The Public Leadership Challenge". The background to the seminar, the drivers for public leadership and the new skills that are considered appropriate for public leaders will be published in an edited book (Brookes and Grint 2010 forthcoming) by Palgrave MacMillan.

Described simply, 'collective leadership' is where organisations share their leadership (across organisations) and distribute leadership (within organisations) in a way that secures collective achievement in social, economic and environmental well-being.

Completing the inventory

You have been sent the link to this questionnaire because you have either identified yourself or someone else has identified you as engaged in partnership with other organisations and institutions.

All data will be kept in a way to preserve the confidentially of the records. The findings of the questionnaire will be used to refine a set of leadership values and behaviours to underpin partnership working. No individuals or partnerships will be identified in these findings.

CLICK HERE TO START THE INVENTORY

Please complete the questionnaire by the end of November 2009 by clicking the submit button at the end of the questionnaire. If you have any queries about the questionnaire please contact Dr Stephen Brookes at stephen.brookes@mbs.ac.uk or on 0161 275 0552.
 
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Your name:
Which Organisation do you work for? :
What is your role? :
Which one of the Below Partnerships do you engage with the most?
Partnership Executive/Board (i.e LSP)
Partnership Officer Group
Thematic Group (Community Safety, Health etc)
Project Group(i.e. specific project/time limited)
Sub Regional Partnerships
None of the above (please describe your main partnership)
Please describe the main purpose of your partnership
Are there any other partnerships that you are a member of that have a link to the LSP or sub regional partnership?
Please enter these below :


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1. Does your organisation or the partnership proactively engage the public in deciding community priorities?

Collective Vision 1

 No regard is paid to the involvement of the community and social goals are not identified Leaders engage in discussion and consult but do not involve the community There is a strong determination to engage with the public and clear efforts are made but social goals have yet to emerge Leaders not only engage with the community but actively involve them in identifying social goals Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team

2. Are attempts made to broker and align national policies and priorities with local needs and priorities?

Collective Vision 2

 The focus is entirely on national targets The primary focus is on national targets and 'lip service' is paid to local needs and priorities There is an increasing commitment to align local needs and priorities The focus is equally balanced between national and local priorities Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team

3. Do Leaders readily engage with other partners in the shared delivery of mutual strategies, aims and objectives?

Collective Vision 3

 Organisations operate in isolation from others and there is no alignment between strategies, aims and objectives There is linkage between partner organisations in relation to strategies etc., but it is token engagement rather than genuine alignment Increasing efforts are being made to align respective agendas with some evidence of mutual benefit emerging Partners fully engage in the determination of a shared vision and fully align their strategies, aims and objectivess Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team

4. Do Partnership leaders share resources and tasks equitably in line with both partner organisation and community expectations?

Collective Vision 4

 Organisations only take responsibility for their own priorities and outcomes and pay little regard to identified public need or the development of social capital Leaders accept individual responsibility for their own area of responsibility but rarely coordinate activity for the public benefit across agencies Leaders are increasingly accepting responsibility in a coordinated manner and are demonstrably committed to building social capital Leaders fully accept responsibility for delivering public value and support other public leaders with their priorities. Social Capital is paramount Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team
 
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1. Does the partnership proactively develop a public value approach by assessing public confidence and taking action to improve perceptions as assessed through satisfaction, trust and salience measures?

Outcome Focus 1

 Leaders have no regard to public perception as an outcome and take no account of confidence measures Leaders publicly acknowledge the importance of perception measures but do not focus activity on the measures A public value approach is starting to develop and meaningful measures are both collected and developed but not routinely used Public confidence measures are central to performance and can be traced through to delivery and impact Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team

2. Is the Performance Management Framework based on Balanced Performance?

Outcome Focus 2

 The framework reflects only national targets The primary focus is on national targets with minimal focus on local targets There is an increasing commitment to measure and assess local targets There is an equal commitment to both national and local targets and actions Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team

3. Are the expressed outcomes evidence based?

Outcome Focus 3

 There is no evidence to support either the identification of outcomes or their assessment There is evidence that the outcomes were linked to a strategic assessment but it is mainly quantitative Increasing efforts are being made to support both the identification and monitoring of outcomes All expressed outcomes are evidence based in terms of identification and monitoring Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team

4. Do Partnership leaders work together in identifying and monitoring outcomes?

Outcome Focus 4

 The partnership operates within its organisational silos in relation to outcomes with no joint identification or assessment Leaders share information in relation to outcomes but do not integrate it with partner organisations processes Leaders are strong in sharing outcome data and are increasingly linking it with organisational performance frameworks Partnership frameworks are totally integrated in relation to the outcomes supporting the partnerships aims Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team
 
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1. To what extent do partnership leaders share their leadership by negotiating to align their priorities with those of other partners?

Multi Level Leadership 1

 Leaders do not have any dialogue with each other and individual priorities are not aligned There is some dialogue between Leaders but it is "as and when" rather than routine There is increasing dialogue between leaders but more is needed Dialogue between leaders is routine and priorities are aligned Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team

2. To what extent do leaders distribute leadership within their own organisation through appropriate tasking and coordination to ensure delivery of shared priorities through identified outputs?

Multi Level Leadership 2

 There are no links between the strategic intentions of partners and the activity of managers/staff on the ground. Outputs are not related to shared outcomes and reflect silo objectives Links between shared and distributed leadership are weak. Some attention in paid to outcomes but there is generally weak alignment There are links between shared outcomes and outputs and efforts are being made to more closely align shared and distributed leadership Leaders clearly focus on linking both shared and distributed leadership through outputs that reflect the shared vision and strategic goals of the partnership Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team

3. Do Leaders at all levels focus on the long term as well as the short term?

Multi Level Leadership 3

 There is no focus at all in relation to long term priorities other than through strategic ambition and all efforts are reactive to day to day short term problems There is some focus on long term issues but it primarily relates to aspiration rather than reality and is not cascaded below executive/corporate level Leaders at most levels focus on long term issues but there is still a primary focus on short term Leaders at all levels provide an appropriate balance between short term and long term issues Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team

4. Do Leaders set clear goals for their team which are fully aligned to the collective vision?

Multi Level Leadership 4

 Leaders do not communicate their strategic intentions and implementation is driven from the top and is directive There are some attempts to set clear goals but there is no emphasis on giving distributed and empowered responsibility Leaders make real efforts to set clear goals but it remains difficult to cascade these vertically Clear goals are set for all and individuals know what he or she is expected to achieve Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team
 
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1. Are wider partnership networks known and built on trust (i.e. beyond the immediate membership of your own partnership)?

Partnership 1

 Networks are not known There is some emphasis on networks but there is little discernible trust Networks are increasingly known and used by partners and trust is growing Extensive networks are both known and used and built on trust Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team

2. Are leaders fully open to and do they embrace shared accountability for shared aims?

Partnership 2

 Individual leaders do not accept their own accountability and remain focused on individual organisational objectives Some attempts are made to take responsibility at different levels but it remains primarily internally focused rather than local and horizontally focused Clear efforts are being made to link accountability between partners and the organisations that comprise the partnership Leaders are fully committed to taking responsibility at all levels and across all organisations and to be accountable Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team

3. Do leaders actively seek to achieve mutual benefits between partners in serving the public good?

Partnership 3

 Individual leaders are focused entirely on their own agenda and only seek to reach consensus when it benefits themselves or their organisation There is some attempt to achieve mutual benefit but it tends to be where individual aims still take precedence Leaders seek to achieve mutual benefit for the public good but with occasional tensions that reflect individual aims Leaders routinely make efforts to achieve mutual benefit but within the wider context of the public good Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team

4. Do Leaders share information and intelligence in support of turning the strategy into delivery?

Partnership 4

 Leaders do not share information or intelligence with other partners Information is exchanged on a "when needed" basis rather than routinely and there is no evidence of shared intelligence Leaders have formal procedures for sharing information and are moving towards joint use of intelligence Information sharing and the use of joint intelligence is routinely applied Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team
 
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1. Is tasking and coordination devolved to the appropriate level whilst ensuring good links with the overall vision?

Action Focus 1

 There is no formal tasking and coordination processes Tasking and coordination is ad hoc and not aligned with the vision/strategy Tasking and coordination is devolved but it is not routinely linked with other partners activity Tasking and coordination is devolved but aligned fully with the strategy and other partners Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team

2. Do leaders engage in integrated problem solving approaches that tackle wicked problems as well as routine problems?

Action Focus 2

 Individual leaders engage in reactive approaches to routine problems and tend to adopt "off-the-shelf" solutions and are risk averse Basic problem solving approaches are used when the need arises but they still tend to err on the side of the routine rather than the innovative Leaders recognise the importance of tackling wicked problems and encourage innovative approaches where appropriate An IPS approach is the routine way of working for leaders and risk is both allowed and properly assessed Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team

3. Do leaders share resources in delivering action plans?

Action Focus 3

 Individual leaders are focused entirely on their own resources and do not consider the use of shared resources There is some attempt to share resources but it tends to be motivated by self interest Leaders are realising the benefit of sharing resources but still have more to do in doing this routinely Leaders routinely share resources in pursuit of common aims and objectives Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team

4. Do Leaders use shared information and intelligence to ensure 'joined up delivery'?

Action Focus 4

 Leaders do not use shared information or intelligence with other partners Leaders use shared information and intelligence when required but not routinely Leaders routinely use information and intelligence in supporting delivery and are moving towards joint use of intelligence Shared information and intelligence is routinely applied in delivery plans and actions Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team
 
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1. Is there sufficient focus on Reflection as a means of continuous improvement?

Systems and Structures 1

 There is no formal process for encouraging reflection Some efforts are made to consider the improvements needed but these tend to be reactive and technical Significant efforts are being made although more effort is needed in terms of shared and/or critical reflection Reflection and continuous improvement is routinely applied and actioned Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team

2. Do leaders ensure that the shared vision is implemented in a way that is equitable and ethical and can thus be perceived of as legitimate and trustworthy by other stakeholders?

Systems and Structures 2

 The delivery of the strategy is not focused equally and supports a single aim rather than the collective good. It is not perceived as legitimate or trusted by stakeholders. Equity and ethics are acknowledged but there is no demonstrable commitment and perceptions of legitimacy and trust are mixed. Leaders approach the vision/strategy in an equitable and ethical way. Perceptions of legitimacy and trust are generally positive but it is not yet routine Delivery is both equitable and ethical and this secures a strong sense of legitimacy and trust with other stakeholders Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team

3. Are leaders committed to introducing innovative policies and approaches based on knowledge and enable others to take considered risks?

Systems and Structures 3

 Individual leaders approach to the development of strategy is basic and uniformed and not informed by effective analysis. It is exclusively 'top down' and risk averse There is some emphasis on a knowledge based strategy but these do not inform strategic choice or implementation actions. They are generally uniformed and risk averse Leaders are starting to link knowledge based analysis to strategic choice and make some attempts to align this to implementation. Variable approaches are taken and some risk is encouraged Knowledge based and variable approaches are used, shared and distributed and risk is encouraged. Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team

4. Do leaders share accountability through governance arrangements that are open and transparent across partner organisations and then distribute accountability within each organisation - for both local and national priorities?

Systems and Structures 4

 Leaders do not communicate and implementation is driven from the top. It is directive and not integrated vertically or horizontally. Decision making is closed Attempts are made to align strategic intention in a vertical manner but there is no emphasis given to shared accountability. Decision making remains 'closed' in the majority of cases Leaders are held accountable vertically and - where appropriate - horizontally and decision making is open There is a full commitment to both shared and distributed governance arrangements and decision making is open Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team
 
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1. Is there sufficient focus for individual members to reflect on their competence, skills and actions and to constructively challenge others?

Skills and Behaviours 1

 There is no time available to reflect on either skills or actions and there is no challenge Some efforts are made to reflect on action but reflection on capability and challenge does not does take place Reflection and challenge is encouraged where appropriate in terms of both action and capability Reflection and challenge is integral to day to day working and strategy development Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team

2. Do leaders pay regard to their own personal impact and development in transforming the vision and strategy into action and as a means of building trust?

Skills and Behaviours 2

 There is no focus on the assessment of impact or development of individual styles and trust internally is non- existent There are some basic efforts to develop individual leaders but there is no evidence of impact assessment and trust relationships are minimal Opportunities are emerging for individual leadership development based on personal impact and trust is growing Leaders are committed to the development of individual leadership styles and there is evidence of strong trust between individuals Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team

3. Is there a commitment to building the capacity and capability of partner organisations to transform intentions into evidence based action?

Skills and Behaviours 3

 There is no commitment to building capacity and capability Efforts to build capacity and capability are made within organisations but it not undertaken across partner members Cross partner capacity and capability is beginning to be developed across partners based on strong efforts within individual organisations Strong efforts are made throughout partner agencies to jointly build capacity and capability across members Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team

4. Do leaders ensure that individual members of their team are matching the aims of the vision and strategy through their own skills and behaviours?

Skills and Behaviours 4

 There are no mechanisms by which individuals skills and behaviours are assessed Loose arrangements exist to match individual skills and behaviours to aims Formal arrangements exist to assess individual performance against the aims but this is more of a mechanical performance process Leaders take full responsibility in ensuring that individuals skills and behaviours fully reflect the strategic aims Cannot Say or NA or NA
This applies to my Organisation
This applies to the Partnership
This applies to the Team

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