Organisational Change through Collaborative Leadership: Lessons from Cross-Sector Partnerships in Educational Reform

Abstract

This study explores how collaborative leadership can drive organisational change in education through cross-sector partnerships. Adopting a qualitative approach, we examined multiple education reform initiatives involving government, schools, businesses, and civil society. Interviews with key leaders and stakeholders revealed that collaborative leadership—defined by shared decision-making, mutual trust, and collective ownership—was pivotal in aligning diverse partners towards common goalsbeyondintractability.org. Findings highlight three critical lessons: (1) building a shared vision and trust across sectors facilitates joint problem-solving and innovation, (2) establishing inclusive governance structures (e.g. steering committees or backbone organizations) sustains partnership coherence, and (3) continuous learning and capacity building among partners reinforce organisational change. These lessons, grounded in evidence from both Western and Southeast Asian contexts, demonstrate that cross-sector collaborations can overcome siloed efforts and lead to more holistic educational reforms. The study contributes to leadership and change management theory by linking collaborative leadership practices with measurable improvements in educational systems. It offers practical insights for policymakers and educators seeking to foster sustainable change through multi-stakeholder engagement.