This paper focuses on the role of agency within collaborative forms of governance, exploring the role, behaviours, skills and capabilities of ‘middle’ managers, and examining the extent to which it different from, or... [ view full abstract ]
This paper focuses on the role of agency within collaborative forms of governance, exploring the role, behaviours, skills and capabilities of ‘middle’ managers, and examining the extent to which it different from, or similar to, managing in traditional hierarchical governance. Collaborative working across all policy areas has been evident for a many years, and manifested in a plethora of different models and processes involving the public, private and third sectors. However, although structural, institutional, financial, organisational and governance factors are all important determinants, agency is critical in shaping the course and delivery of successful shared outcomes. Whilst there is a significant body of literature on policy and practice at strategic and frontline levels, understanding and research are less well developed in relation to middle managers. Yet this cadre occupies a pivotal position in the policy process, mediating and communicating both horizontally and vertically. They are powerful and influential actors by virtue of their control of a range of professional responsibilities and expertise, financial budgets and staff, and they are acutely aware of organisational and performance imperatives. Middle managers have the potential to influence the effectiveness of collaborative working, positively through mainstreaming strategies and facilitating the necessary adjustments to delivery whole-systems approaches – but also negatively by subverting, diluting or resisting attempts at collaboration.
The research and theorising existing on notions of ‘collaborative management’, is relatively modest in amount and somewhat dated. Academic research on all aspects of collaboration and crossing boundaries is steadily increasing in interest, particularly as a reflection of current public policy and practice. A focus on the role of agency in the form of middle managers will help to fill an existing research vacuum with the development of new insights and perspectives, and providing valuable lessons for emerging policy, practice, learning and development.
The research questions broadly centre on identifying and exploring the capabilities and management practices of middle managers in collaborative settings, and assessing the extent to which they resonate or otherwise with managing within organizations. The contextual, political, organizational and institutional framework of Wales is used as a case study for the research, with evidence generated through a series of in-depth qualitative interviews with a middle managers in different types of organization – Local Council, Local Health Board and a Police Force. These represent a wide diversity of political, policy and organizational forms involved in an assortment of collaborative endeavours – strategic partnerships, integration, co-operative working, cross-boundary functioning and alliances. Key themes are explored including, motivation, practices, strategies, personal capabilities, skills, accountabilities, areas of conflict, tension and ambiguity, methods of individual and organizational performance management, training and development, and enablers and barriers to collaborative management practices. An initial examination of the research findings, suggest a continuum of positions in relation to the distinctiveness or otherwise of collaborative management practice, with variations apparent in types and complexity of collaborative working. Boundary management is critical to the work of middle managers demanding a particular range of capabilities relating to leadership approach, relationship competencies and managing connectivity.
