000			02009nam a22001457a 4500
999			_c528292 _d528292
008			241126b ||||| |||| 00| 0 eng d
100			_aAnders Barslund, et al _949104
245			_aCan leadership improve interorganizational collaboration? Field-experimental evidence from a team-based leadership training intervention
260			_aAmerican Review of Public Administration
300			_a54(5), Jul, 2024: p.421-440
520			_aThe delivery of coherent public services often depends on collaboration across organizations and organizational units, which is challenging and necessitates effective leadership. This article advances our knowledge about the value of leadership training for interorganizational collaboration. In a field experiment, 122 public healthcare managers from 68 organizational units were randomly assigned to a treatment or a control group. The treatment included a 10-month interorganizational team-based leadership training program, which focuses on establishing and sustaining shared direction, alignment, and commitment across organizational boundaries. The results from our analytic approach—including survey responses from the participating managers and more than 3,000 of their subordinates (frontline managers and employees) and 32 interviews before and after training—show that training has positive effects on relational coordination, structural coordination mechanisms, and overall collaborative quality as assessed by the participating managers and their frontline managers. We do not find significant effects among the frontline employees. We discuss our findings in relation to the literature on leadership training, nuances to existing theory, and implications for practice.- Reproduced https://journals.sagepub.com/doi/full/10.1177/02750740241232681
650			_aInteorganizational collaboration, Leadership training, Field experiment, Coordination, mechanisms Healthcare. _949105
773			_aAmerican Review of Public Administration
942			_cAR