Collaborative leadership paves the way towards a smart organisation

Throughout its presence on the local market, NTT DATA Romania has proven to be a strong and innovative player in the IT&C industry, including through the significant contribution of its CEO, Maria Metz. She has managed to implement an effective leadership style—collaborative leadership—a model which is based not only on one’s management skills, but on their ability to build and maintain a trust-based relationship with the rest of the team members.

By Anda Sebesi

Collaborative leadership is a practice in which members of a management team work together across sectors to make decisions and keep their organisation thriving. Today it is a common approach among managers at the international level, replacing the standard top-down leadership model in which high-level executives would make decisions that trickled down to employees without offering any insight into how or why those decisions were made.

The collaborative leadership model provides many benefits to organisations. For example, at the executive level, it fosters a sense of unity among managers, allowing them to make effective business decisions quickly, set and maintain the organisation’s core values, and strategically address issues as a single, cohesive team. “In my view, collaborative leadership transcends other forms of leadership. It fosters a key concept termed by Prof Thomas Malone as ‘collective intelligence,’ which I recently explored at MIT, as it related to artificial intelligence. Human history’s monumental achievements haven’t stemmed from individual prowess, but from collective efforts. In other words, multiple minds working together yield greater accomplishments than solitary endeavours. Collaborative leadership thus becomes a conduit for this collective intelligence,” says Adela Negru, Chief Human Resources Officer at NTT DATA Romania.

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Usually, participative leadership is embraced positively in today’s collaborative world, where cooperation is highly sought after, both physically and virtually. The challenge lies in fostering genuine involvement and shared responsibilities, alongside enthusiasm for collaboration. As Dragos Catoiu, Head of Direct Business at NTT DATA Romania says, in essence, collaborative management brings extraordinary benefits as long as it is correctly understood and assumed by the whole team. “Compared to the classic management models, it requires team involvement in decision-making, open communication at all levels, flexibility, and high adaptability to business environment changes,” he explains.

Leadership fundamentally involves guiding others towards shared objectives. Traditional leadership often relies on unilateral, injective methods. “However, when implemented in a bijective manner, focusing on teamwork, idea-sharing, and constant calibration based on diverse input from experts with the aim of exploring fresh problem-solving approaches, it is considered a collaborative form of leadership,” argues Emil Petru, Chief Operational Officer at NTT DATA Romania.

Along similar lines, Simona Sevik, Head of Intercompany Business at NTT DATA Romania, says that participative leadership extends beyond decision-making, which means it generates feasible ideas and solutions for any theme inside the organisation, regardless of the individual area of responsibility. “It involves not only taking responsibility for individual results, but embracing accountability for the entire company’s progress,” she says.

Though it is something new on the Romanian market, participative leadership is a rewarding yet challenging journey. It involves shared ownership of strategies and decisions, leading to a collective responsibility for both successes and setbacks. It emphasises joint leadership and open communication, fostering an environment where decisions aren’t imposed but collectively agreed upon. “While this shared responsibility enhances ownership, it also amplifies the pressure on decision-makers, as accountability is shared within the team rather than being an external imposition. This approach significantly differs from traditional management by involving everyone in defining vision, strategy, and tactical plans,” says Raluca Melnic, CFO at NTT DATA Romania.

Unlocking the potential for greater collective impact

Although it is challenging for executives to implement collaborative leadership, it is worth the effort, as it comes with a series of advantages for the business. For example, it is a pivotal tool for crafting savvy organisations by fostering novel connections among individuals, enabling them to function more intelligently as a cohesive unit. This approach not only fortifies collective intelligence but also cultivates a more adept and responsive company, enhancing its overall intelligence and adaptability. “I believe the main benefit of collaborative management lies in elevating the team’s confidence level. Enabling and encouraging active involvement in decision-making and sharing expertise fosters both individual and collective confidence within the team. Beyond that, creativity, improved communication, and greater adaptability to change are other important advantages of this management style,” says Dragos Catoiu.

In a collaborative work style, you become more than an individual; you are an integral part of a group. In this context, it is obvious and natural to share opinions, solutions, thoughts, and even doubts. Above all, it creates an environment where seeking opinions comes freely, without making one feel vulnerable. In addition, the inclusive nature of collaborative management cultivates a merit-based environment where individuals possessing the right skills occupy positions that generate substantial value. This strategy ensures that each member feels comfortable in their own role, contributing towards shared objectives. It encourages personal and professional growth within each role, fostering a sense of pride for being entrusted with responsibilities. According to Raluca Melnic, this type of leadership facilitates an environment where individuals feel respected and empowered to share their unique perspectives, enabling open expression of opinions and visions.

“1+1=3 is a common saying that embodies the essence of the ONE NTT integration of business lines, particularly between infrastructure and software consulting. This principle highlights the remarkable synergy that emerges when contributors align their efforts towards a joint mission. The collective power of a unified team often surpasses the combined capabilities of its individual members. By fostering a collaborative management style, we unlock the potential for greater collective impact, creativity, and innovation,” Emil Petru adds.

The transition is natural

As Adela Negru puts it, in theory, participatory leadership appears straightforward and easy to grasp, yet in practice, it needs time to flourish. “You need the synergy of the group to take shape and break free from the classic forms of leadership, where only one individual has the floor,” she says. But according to the core team of NTT DATA Romania, adapting to this leadership style feels natural as opposed to being challenging. “Adapting to this style felt rather natural for me as I’ve always been drawn to the process of generating ideas. Crafting strategies and problem-solving often demand lateral thinking, embracing uncertainties, and conducting thorough evaluations. Inviting multiple viewpoints not only broadens our perspectives but also significantly elevates the quality of the results achieved through collaborative efforts,” Emil Petru notes.

Transitioning into this leadership style also offers a tremendous chance for personal growth. “I found myself adapting swiftly. However, one challenge I’ve encountered involved navigating divergent opinions among partners. It pushed me out of my comfort zone, serving as a litmus test for my maturity,” says Raluca Melnic.

But for Dragos Catoiu, whose role is primarily focused on the commercial area, collaboration is paramount with both clients and team members. “My general opinion is that there’s currently a widespread inclination towards collaboration and active involvement in decision-making, but it is crucial to understand that this involvement also entails assuming responsibility for those decisions and proactively implementing them. Fortunately, working in sales, annual business objectives naturally propel me to take ownership and action, facilitating my relatively swift adaptation,” he says. Yet continuous learning and daily adaptability remain essential in navigating the nuances of leadership within the management team.

Simona Sevik believes that it is more challenging to adapt to the classic decision-making style. “In a collaborative setting, you become an active part of the solution and you have the space to express divergent opinions that can be debated or challenged in case of inapplicability,” she says. In other words, this participative model grants the opportunity to understand and be aware of decisions, creating a sense of ownership and accountability for them.

Patience is key in collaborative leadership

The true challenge in participative leadership lies in exercising patience: listening actively, resisting the urge to impose one’s solutions. Granting the team a voice often yields far superior outcomes than singularly-driven initiatives. “Over time, you come to recognise the extent of your own limitations and the incredible value that stems from leveraging the collective strength of a team. This is when establishing connections with colleagues, whether within the management team or across various departments, becomes truly invaluable,” says Emil Petru.

Meanwhile, Raluca Melnic strongly believes that open communication requires consistency and coherence. Insufficient or distant communication might create operational gaps even after aligning on a strategic level. Therefore, maintaining strong connections is key for effective collaboration. “Each and every one of us is like a toothed wheel in a machine. If one of these wheels doesn’t work, the whole mechanism fails. Therefore, the relationships and connections we have between us are crucial for the mechanism to run harmoniously and without error. So, how important are they? In my opinion, they are the ‘sine qua non’ conditions for such a model to work,” Simona Sevik adds.

The truth is that we are all different people with distinct backgrounds that converge and enrich the collaborative management by creating a combined experience in the service of the “common good”. “I think that’s what establishing connections is all about in the first place, and it is fundamental to foster them both horizontally and vertically within the organisation. While divergence in solutions and opinions may surface, it validates the efficacy of the model. Ultimately, decisions are grounded in the strongest argument, aligning with the essence of collaborative leadership,” argues Dragos Catoiu.

Collaborative leadership builds smart teams and companies

One of the most important transformations that the new leadership style generated within NTT DATA Romania was that it instilled confidence among employees that the organisation comprises individuals in suitable roles and that opinions are valued and reach the top levels for consideration and discussion rather than being dismissed due to being outside the management sphere. “We have become smarter as individuals, blooming into a smart organisation,” Adela Negru thinks.

Yet Dragos Catoiu thinks that the strongest indicator of the positive influence of the new management style at NTT DATA Romania is the evolution of the people themselves who, in response to the continuous encouragement from CEO Maria Metz, have “opened the doors” of their experiences and actively started to participate in the development of the company. “We are a people-driven company and this is the most important asset of participative management. This shift has also been reflected in our notable performance and good figures over recent years,” Catoiu notes.

The perception of the core team is that the company has developed in a more balanced, synergistic, and closer way at the managerial level, and the impact of this shift has cascaded throughout the entire organisation. “There’s a deeper alignment with objectives and we are much more committed to fulfilling them, as we see ourselves more like ‘contributors’ and not merely as simple ‘executants/doers’,” says Simona Sevik.

For Emil Petru, the most important thing was that the company shifted from merely adhering to certain rules to embodying the spirit behind those rules. This move towards a value-driven approach has been transformative. “Encouraging a culture where excellence is not only encouraged but exemplified motivates everyone to step up, lead by example, and actively engage in the company’s initiatives,” he says.

What’s next for collaborative leadership?

According to Dragos Catoiu, this leadership model will undoubtedly become the norm for most companies. In a period marked by unparalleled unpredictability, a flexible and easily adaptable management model that incorporates diverse management skills based on the market context is vital for surviving volatile business environments. “Collaborative management has this advantage of team strength, which has proven effective in any period in business history, making it a good choice for navigating uncertain landscapes,” he says.

Nevertheless, the evolution of leadership should be ruled by people and their evolving needs. Adapting to different contexts and understanding varied expectations among individuals remains crucial, so leaders must calibrate their messages effectively to resonate with diverse audiences, aligning them towards shared objectives. “This leadership style will likely see an uptick in adoption across companies as it addresses the nuanced needs of an increasingly diverse workforce, fostering more effective practices,” Emil Petru believes.

It is clear that the classic style of management is outdated and that it must be replaced by a collaborative and participative approach that’s more suitable for current generations, who tend to look for a deeper connection with their contributions and dedicate themselves only if they understand and resonate with the company’s strategy. “This model relies on the trust you give to the team that you are building or have built. It is a natural evolutionary step, which takes the individual out of the spotlight and brings the concept of the team into this light,” says Simona Sevik.

Last but not least, Adela Negru believes that in the future, collaborative leadership will be built on hybrid groups of people and technologies, both enabling collective intelligence. This is based on the fact that during an executive programme at MIT, she uncovered a previously overlooked aspect of collaborative leadership: the role of artificial intelligence. “While discussions often revolve around data-driven structures, AI is a vital component of this leadership style,” she notes.