Changing attitudes, creating leaders : developments across a non-profit employment network

This paper describes a case study of one inter-organizational employment services network with locations throughout Australia. Specifically, this paper focuses on a pilot program called Intensive Case Management (ICM), as a way to improve performance across the network. Many elements of ICM appeared to be developed from coaching practice. Particularly relevant to this study are the findings that ICM consultants were seen exhibit leadership behaviours and initiate collaboration to improve their own performance and influence the performance of colleagues. Such a program could have important implications for the ongoing development of leadership training, and initiating collaborations across non-profit interorganizational networks.