Collaborative or shared leadership has frequently been advocated as an alternative to vertical or top-down leadership. Building on the conceptual and theoretical aspects of collaborative leadership developed in previous research this study examined the specific communication behaviors and processes used to create collaborative leadership. Based on participant observation ethnography and interviews of all the major participants the authors collaborated on this study to explore how the leader's attitudes behaviors and communication supported collaboration and how the group members participated in creating a collaborative culture. The findings may be transferable to other group endeavors in which leaders and members wish to create a collaborative group process.
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