Integrative leadership roles for collective impact backbone organizations

Purpose The collective impact (CI) model has been applied to facilitate the systemic change of family services in Finland. Backbone organizations support the CI model in regional implementation. This article aims to examine the roles of backbone organizations in the CI model through an integrative leadership framework. Design/methodology/approach This qualitative study is based on data from 41 thematic interviews. The interviewees worked at the local level (municipalities), regional level (well-being services counties) and national level (national backbone organizations). The interviews were analyzed using qualitative content analysis. Findings Achieving systemic change through the CI model requires ongoing support from national and regional backbone organizations. Based on the analysis, we combine previous research on integrative leadership to the recognized roles of backbone organizations, further developing existing understanding. Of eight established integrative leadership functions, seven roles were recognized as appearing in either regional, national or both levels of backbone organizations. Originality/value The study advances understanding of the integrative leadership functions of backbone organizations and suggests that the function of knowledge and information broker to be added to the main functions of integrative leadership.