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Exploring leadership in multi-sectoral partnerships.

Armistead, C. G., Pettigrew, P. and Aves, S., 2007. Exploring leadership in multi-sectoral partnerships. Leadership, 3 (2), 211-230.

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DOI: 10.1177/1742715007076214


This article explores some critical aspects of leadership in the context of multi-sectoral partnerships. It focuses on leadership in practice and asks the question, `How do managers experience and perceive leadership in such partnerships?' The study contributes to the debate on whether leadership in a multi-sectoral partnership context differs from that within a single organization. It is based on the accounts of practising managers working in complex partnerships. The article highlights a number of leadership challenges faced by those working in multi-sectoral partnerships. Partnership practitioners were clear that leadership in partnerships was more complex than in single organizations. However, it was more difficult for them to agree a consensus on the essential nature of leadership in partnership. We suggest that a first-, second- and third-person approach might be a way of better interpreting leadership in the context of partnerships.

Item Type:Article
Group:Bournemouth University Business School
ID Code:807
Deposited On:05 Apr 2007
Last Modified:14 Mar 2022 13:06


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