Development Leadership Network

Many definitions of leadership illustrate the assumption that leadership is connected with processes affecting people both individuals and society. In this case, it intentionally affects people to others in the arrangement of their activities and relationships in groups or organizations.

John C. Maxwell said that the core of leadership is influencing or getting followers. This means that leadership is also related to the network. However, it needs to be emphasized that the ideal leadership network must not only be developed internally in groups, but also externally. This makes the development leadership network an important thing in every leadership grup.

If speaking of leadership in government, development network leadership is also a vital thing to pay attention to. Moreover, in the era of industrial revolution 4.0 like now, building innovation in the public sector requires a good leadership network to be able to connect economic centers in the region.

Network leadership development cannot be done partially. Network leadership is needed in the region to be able to build innovations that can be an economic attraction.

Network leadership is a type of leadership that is able to mobilize the resources it has to work outside administrative boundaries, and work with a variety of competency and organizational backgrounds. A network leader is also able to build as many networks as possible.

Read also: Characteristics of Laissez Faire Leadership Style

In the context of development in the region, a regional head is not only able to build networks with other regional heads but also with universities, the private sector and the community. Cooperation between the four agencies in a policy study is called a quadruple helix.

Building and developing network leadership in the public sector must be confronted with a culture of narrow thinking formed by the application of a weberian bureaucracy since the colonial period. Narrow thinking is a fragmented mindset in a narrow scope in the work units of government agencies.

Under these conditions, the human resources (HR) of government agencies will be very difficult to work with other human resources with different work unit backgrounds and agencies. So that the ideal condition of the quadruple helix echoed by public policy scientists is only utopian.

Reducing the culture of narrow thinking in local government bureaucracies is a strategic agenda for network leaders in building innovation and cooperation in the region. The government needs to develop network leadership widely.

Two important steps that must be done are; First, a network leader must be able to familiarize bureaucrats in the area to work in teams with different backgrounds of competencies and organizations. Convincing that the difference is a strength becomes very important.

Second, a network leader must be able to build shared values such as mutual trust, mutual benefit, justice, and others. The hope, a network leader is able to encourage the emergence of new innovations in the area that become an economic attraction. Economic growth and a significant reduction in poverty are expected to be realized in the presence of these conditions.
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