Networked leadership
Networked leadership
Networked leadership is about creating purposeful connections that help deliver better outcomes. This could mean:
- Connecting across your own team to break down silos.
- Reaching out to peers in other business units to share ideas and solve problems.
- Partnering with people in other agencies who face similar challenges.
Even if your current role feels focused on your immediate team or area, the skills you build now are the same ones used by senior system leaders to drive change across the whole public sector. System leadership starts when you start thinking beyond your own responsibilities and consider the bigger picture.
Why networked leadership is important
Networked leadership is essential in the public service because of the challenges we face. Our challenges are complex, interconnected and can span across teams, agencies, sectors and communities. No single leader, team or organisation holds all the answers or authority to solve issues alone. Networked leadership enables you to work collaboratively across boundaries, build a shared purpose, and create a collective action. It shifts the focus from hierarchy and control to influence, relationships and trust.
In a networked system, leadership is distributed. To be effective, leaders need to connect with people and ideas, and create conditions for others to lead. This involves engaging with those beyond your immediate team, department or agency. By building strong networks, leaders can surface diverse perspectives, align efforts, and respond more effectively to emerging needs. Networked leadership also supports agility - enabling leaders to adapt and respond in real time, rather than relying on rigid structures.
As a result, you will:
- solve problems faster and tap into other people’s knowledge.
- help your team see their role in the bigger picture.
- build trust and relationships.
Reflect
- Who outside your immediate team shares your priorities or challenges?
- How could you share knowledge more easily?
- What connections would help your and your team have more impact?
Tips for effective networking
Networking is about building relationships that go beyond your immediate team or agency. It’s about creating connections that are valuable for everyone involved and support shared goals. Below are some practical tips to help you network effectively and build meaningful, mutually beneficial relationships.
Start with a purpose
- Link your networking to your agencies strategic outcomes and system level priorities.
- Be ready to articulate why you are reaching out in a way that makes the benefit to both parties clear.
- Keep the focus on shared public value, not just your teams’ immediate needs.
Offer first, ask later
- Share resources or lessons learnt from your teams’ projects, even if no one has asked.
- Offer to connect two people in your network who could help each other.
Make your network diverse
- Connect with people who think differently from you – different roles, sectors, backgrounds and experiences.
Show you are reliable
- Keep a simple commitment tracker – note every commitment you make and tick it off when it is done.
- When you cannot deliver as promised, communicate early and explain why.
- Be the person others can rely on to follow through – even on the small stuff.
Keep it alive
- Don’t only connect when you need something – check in regularly.
Network mapping
A powerful way to identify and strengthen your leadership network is through network mapping. It encourages reflection on where connections are strong, where they’re missing, and where new relationships need to be built.
One way to visualise your relationships and connections is by thinking of your network in three layers. This approach helps you reflect on who supports your work, where influence flows, and where you might strengthen or expand your connections.
Inner circle: Your team
List people in your immediate team – those who directly support your work and priorities.
Middle circle: Your business unit
Include colleagues from other teams within your business unit. They may not work with you daily, but influence or contribute to your work.
Outer circle: Wider agency, cross-agency or external partners
Include people from other departments, agencies or community groups who are relevant to your work. These connections often bring divers perspectives and help you navigate complex, cross-boundary challenges.
By reflecting on these layers, you can begin to see how your network functions, where collaboration is strong, and where new or deeper relationships could support your leadership practice.
Reflect
- Who are your strongest connections?
- Are there gaps in your network that could be limiting progress?
- Who do you need to build stronger relationships with to enable collective impact?
Collaborative leadership
Collaborative leadership is about leading with others, not over them. In the Public Service, where challenges often span multiple teams, agencies and communities, collaborative leadership enables leaders to bring people together around shared goals, build trust and co-create solutions. It shifts the focus from individual authority to collective impact – recognising that no single leader can solve complex issues alone.
Effective collaborative leaders foster an inclusive environment where diverse perspectives are valued. They listen actively, facilitate open dialogue, and create space for others to contribute meaningfully.
By adopting a collaborative leadership approach, you will break down silos, strengthen relationships, and build systems that are more resilient, adaptive and equitable.
Reflect
- Who in your network could offer insight or support to a challenge?
- How are you creating space for others to lead and contribute meaningfully?
- What relationships do you need to strengthen or build to create collective impact?
Learn more
Check out the below link to learn more about Ben Fitchett’s research on collaborative leadership in the New Zealand state sector, exploring what makes collaboration work, the challenges leaders face, and the leadership qualities that enable success.
The importance of collaborative leadership in the State Sector