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Positive elements are presented in many organizations. However, many of them are constrained by a flawed perspective of their future sustainability, especially the one concerning leadership and external environmental volatility. Excellent understanding is shown by the leaders in collaboration for a sustainable future for the medium and short term gains. Most leaders have not attained sufficient training on collaborative leading in organizations. Therefore in this article, leadership collaboration is evaluated in an emerging customer-focused insurance firm. Mutual engagement is achieved through the engagement in collaboration among the organizations to help in solving problems through a collective intelligence in order to deliver results in the organization. The engagements should occur outside the organization boundaries without the strict regulations of the individual’s organization controls. It must be guided by the common goals and high level of belonging, negation and interdependence. Primarily, leaders should develop a collaborative culture to have the ability to connect knowledge and expertise with other stake holders to achieve a common objective in 10-20 years.

The previous article addressed the importance of customer centered operations for various organizations. To enhance customer experience, the organization collaboration should be explained with those of the stakeholders. From previous studies, the inter-organizational collaborative leadership and how to solve customer challenges have been addressed. Most organizations initially brought with them strict conditions during the inter-organization sharing process to enhance customer-centric engagements. More insight is necessary in the nature of the market to facilitate collaboration so as to enhance customer-centric behavior among insurance organizations.

The previous research demonstrates barely little concern for the need for collaboration among the organization to meet common objectives and to enhance a healthy competition. The evidence is inadequate that suggests that leaders have an innate ability in collaboration. Besides, very few leaders have been trained to enhance collaborative leadership. Primarily, the collaboration in customer-centricity is an essential aspect. In this article, the previous reports are bridged to cover the existing gaps concerning the effectiveness of collective leadership in ensuring customer-centric practices. A paradigm shift is indicated in leadership, especially concerning the share information and collaborations to enhance the performance of an individual organization. The article relates to previous articles to enable people to identify the missing knowledge to enhance effective collaborative leadership.

The leaders should minimize the gaps through identifying new structures and processes that are demonstrated by the shared purpose for enabling environment to enhance dynamics of relation in a collaborative setting. Behavioral theories of leadership suggest that specific behavior differentiate leaders from non-leaders. The trait approach helps pick a leader, or predict that an individual might step up to leadership. The behavioral approach suggest that leaders can be trained (Laub, 2018). Alternative, a leader’s behavior is aimed at creating a mutual trust and respect with their followers. Employee-oriented leaders emphasized interpersonal relations. The leaders take a personal interest in the needs of employees and embrace individual differences among members. On the other hand, the production-oriented leaders tend to emphasize on the technical aspects of the job.

All leaders must participate and be actively involved in any formed relations to enhance understanding and collaboration. It is recommended to start with small-sized business which deliver result on the back of a collective involvement. Social norms should be solicited through collaborative undertakings. The social values such as trust and integrity should be invested through behavior because it sets the stage for crucial leadership collaboration. The collaborative structure should be accommodated in the organizations. The present state of organizations structure should tailor the system to accept the collaborative design. The current organizations’ hierarchical disposition makes it difficult to implement effective cultural concerns to enhance collaborative leadership practices. The human capital should be focused on the right leader within the organization. The profiling should move to the cultural and collaborative changes.

References

Laub, J. (2018). The Story of Leadership: The Historical Development of Leadership Thought. In Leveraging the Power of Servant Leadership (pp. 15-44). Palgrave Macmillan, Cham.