At lykkes i fællesskabet:Aktionsforskning som ramme for udvikling af samskabende ledelse

Developing Co-creative Leadership As an alternative to hierarchical top-down management, leadership that encourages co-creation, participation and dialogue has become important because organizations nowadays need continuously to navigate and solve complex problems to thrive under rapid changing conditions and contexts. However, it is not an easy task to develop co-creative leadership. In this article, we initially explain the emergence of co-creation as a dialogical, collaborative and practice based approach to leadership. We then explain how action research based on dialogue and democratic participation can be a framework to develop co-creative leadership. The article is based on qualitative research material from a 4-year action research project in a public institution for people with special needs. The development of co-creative leadership through action research is illustrated through case material where a group of managers are engaged in developing co-creative and dialogically based ways of leading in their own department in collaboration with employees and colleagues from other departments in the institution As an alternative to hierarchical top-down management, leadership that encourages co-creation, participation and dialogue has become important because organizations nowadays need continuously to navigate and solve complex problems to thrive under rapid changing conditions and contexts. However, it is not an easy task to develop co-creative leadership. In this article, we initially explain the emergence of co-creation as a dialogical, collaborative and practice based approach to leadership. We then explain how action research based on dialogue and democratic participation can be a framework to develop co-creative leadership. The article is based on qualitative research material from a 4-year action research project in a public institution for people with special needs. The development of co-creative leadership through action research is illustrated through case material where a group of managers are engaged in developing co-creative and dialogically based ways of leading in their own department in collaboration with employees and colleagues from other departments in the institution.