Effects of different kinds of trust and leadership on outputs of collaborative processes: the case of personal social services in Israel

Abstract

PurposeThis paper contributes to the literature on performance management by offering an inside look at a collaborative process that worked to define outcomes in the field of personal social services. It asks if different kinds of trust and leadership have an effect on the outputs of a collaborative process that aims at defining outcomes.Design/methodology/approachThe paper uses an exploratory case study based on mixed method analysis. Using a practitioner-researcher method, it first presents the collaborative process implemented to bring stakeholders together to define the desired outcomes. It then explores findings from a participants survey and focuses on the effect of different kinds of trust and leadership on the collaborative process outputs.FindingsThe findings show a unique collaborative effort aimed at defining outcomes in the field of personal social services. They reveal the importance of organizational trust to learning outputs and suggest the significance of “shared leadership”.Research limitations/implicationsGiven the study's exploratory nature, the findings cannot be generalized to a larger population, but the study aimed at transferability. On a practical level, the findings can help mangers identify preferred conditions to implement collaborative initiatives aimed at performance measurement.Originality/valueThe paper contributes to the theoretical and empirical literature on performance management and collaborative governance. It pinpoints the importance of organizational trust and shared leadership as bridging mechanisms between participants in collaborative arrangements.