This article studies the competencies and skills
that are seen important for a network leader in
order to achieve trustworthy collaboration, using collaborative leadership theory as a theoretical base. We follow a framework by Agranoff
and McGuire (2001), who grouped network
management behaviors in collaboration into
four categories: activation, framing, mobilization, and synthesizing. The network leaders
have distinctive roles in different phases of collaboration: a visionary motivator, a community
builder, a strategic stimulator, and a fair mediator. The qualitative data was collected through
a survey of network leaders in Finnish social
and healthcare nonprofit organizations.
