Leadership in the Shaping and Implementation of Collaboration Agendas: How Things Happen in a (Not Quite) Joined-Up World.

This article contributes to the theory if collaboration in social settings and is based on data collected during action research interventions in a number of public and community interorganizational collaborations. We conceptualize leadership in collaborations as stemming from three leadership media - structures, processes, and participants - and argue that none of these is wholly within the control of the members of a collaboration. Leadership activities that participants undertake in order to move a collaborative agenda forward are described.