Thank you for agreeing to take part in this important collective leadership evaluation.  We are asking you to include your information but assure you that your data will be completely anonymous.  We would like the opportunity to be able to contact you in the future to further discuss your thoughts on collective leadership.

This evaluation seeks to assess collective leadership at different levels. First, each value is given and this is then supported by either four or five behaviours. For each behaviour, four descriptive behavioural statements are given in support of the grading from '1' to '12'.Click here to read more

NOTE: If the question does not apply to your team, your organisation (both unlikely) or a partnership (perhaps, more likely), then select the default (‘0’); otherwise please select a rating which you think assesses the evidence from ‘1’ (no evidence) to ‘12’ (total evidence) in relation to the collective leadership behaviour that you are grading. You will see that descriptive statements based on four potential grading dimensions are given below.

COLLECTIVE VISION

CV1: Does your organisation proactively engage your customers or the public in deciding priorities?

CV2: Are attempts made to broker and align policies and priorities with customer and public needs and priorities?

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CV3: Do Leaders readily engage with other partners in the shared delivery of mutual strategies, aims and objectives?

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CV4: Do leaders share resources and tasks equitably in line with both partner organisation and public expectations?

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OUTCOME FOCUS

OC1: Do leaders proactively develop a public value approach by assessing public confidence and taking action to improve perceptions as assessed through satisfaction, trust and salience measures?

OC2: Does your organisation proactively engage your customers or the public in deciding priorities?

OC3: Increasing efforts are being made to support both the identification and monitoring of outcomes

OC4: Do leaders work together in identifying and monitoring outcomes?

MULTI-LEVEL LEADERSHIP

MLL1: Do leaders share their leadership by negotiating to align their priorities with those of other partners?

MLL2: To what extent do leaders distribute leadership within their own organisation through tasking and coordination to ensure delivery of shared priorities through identified outputs?

MLL3: Do Leaders at all levels focus on the long term as well as the short term?

MLL4: Do Leaders set clear goals for their team that are fully aligned to the collective vision with integrity?

PNP1: Are wider partnership networks known and built on trust (i.e. beyond the immediate membership of its own partnership)?

PNP2: Are leaders fully open to and do they embrace shared accountability for shared aims?

PNP3: Do leaders actively seek to achieve mutual benefits between partners in serving the public good?

PNP4: Do Leaders share information and intelligence in support of turning the partnership strategy into delivery?

AAA1: Is tasking and coordination devolved to the appropriate level whilst ensuring good links with the overall vision through effective cooperation??

AAA3: Do leaders share resources in delivering action plans?

AAA4: Do Leaders use collective intelligence in the actioning of delivery plans?

AAA5: Do leaders create space for adaptive work?

SS1: Is there sufficient focus on reflection as a means of continuous improvement?

SS2:Do leaders share accountability through governance arrangements that are open and transparent across partner organisations and then distribute accountability?

SS3:Are leaders committed to innovative knowledge leadership and do they enable others to take considered risks?

SS4: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?

SB1:Do leaders ensure that individual members of their team are matching the aims of the vision and strategy through their own skills and behaviours?

SB2:Leaders actively invite constructive dissent and challenge from followers

SB3:Do leaders pay regard to their own personal impact and development in building capacity as a means of improvement?

SB4:Are leaders committed to enabling the collective capability of organisations to transform intentions into evidence-based action and outcomes?

SB5:Do leaders create space for individual members to reflect on their competence, skills and actions to encourage individuals to reflect

Thank you for taking the time to complete this quite detailed Collective Leadership Inventory. We would like to give you the opportunity to include any additional comments. Please include any more general comments that you would like to make in relation to your experience of collective leadership within your organisational context of working in partnership

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