Leiden Leadership Centre
Leadership Crossing Boundaries Knowledge lines
The Leadership Crossing Boundaries project brings together stakeholders and organisations around three leadership themes.
Three working groups that centre on knowledge exchange and generation are working on an agenda that will serve as the basis for innovative projects and sustaining partnerships in the area of public leadership. Societal challenges concerning smart cities, decentralisation in the social and health care sectors, developing education and knowledge and local and international partnerships: these all require a lot of organisations and thus of the role and interpretation of leadership.
1. Inclusive leadership that engages different generations and social groups with the organisation
A diverse and complex environment with different players with different interests, perspectives and needs demands inclusive leadership. Inclusive leadership is leadership that is open to these differences and despite these differences is able to bring together the different players to work on shared goals. How do we give shape to this inclusive leadership (internally and externally)? Which issues play a role? And how can we develop a research and development agenda?
Coordinator: Tanachia Ashikali (email@example.com)
2. Relational leadership that fosters collaboration between organisations (public and private) and institutions (local, national, European, global)
The systemic policy challenges of the future call not only for inter-domain collaboration between organisations and institutions at various levels of government, but also for dynamic collaboration processes and structures that facilitate these strategic conversations, learning processes and partnerships. What are the key emerging topics in an urban context? Who are the main stakeholders? And how can a diverse network of organisations play a leadership role in the development and implementation of policy solutions?
Coordinator: Bert Fraussen (firstname.lastname@example.org)
3. Change leadership that brings about transition, innovation and maintains change
Public organisations must increasingly be able to respond to a changing and complex environment. This demands other forms of organisation, such as self-organisation, and thus other forms of leadership. How do these changes fit within political-administrative systems? Which tensions does this create in the field of control and transparency? And what does this mean for change leadership?
Coordinator: Ben Kuipers (email@example.com)