The controlling leader tells, sells, directs, decides, delegates, solves problems and rewards people. He or she tries to control the work and output of the team. This gets at the heart of the notion that collaborative program management is much more than an interrelated set of tools and techniques. Underlying this approach is a set of core values reflecting empowerment, collaboration and building trust, and respecting people's ability to solve their own problems. Without these, collaborative program management is without a driving force and rapidly succumbs to bureaucratic routine.
Facilitated leadership requires balancing managing with facilitating.
What is different is that the facilitating leader does not do it all alone. These leaders build their teams to share these responsibilities. Moreover, they encourage, support and reward their teams to take the same collaborative approach with the other project stakeholders. These are all useful but they don't amount to much unless there is a corresponding change of attitudes. We've found that simply providing awareness about these skills is a good starting place.