ABSTRACT
T. G. Cummings and C. G. Worley described transorganisation development as an intervention designed to build networks across organisations. Responsible leadership, global team leadership, and complexity leadership all place significant emphasis on the characteristics of particular types of networks as associated with leadership effectiveness in these contexts. Unsurprisingly then, building, developing and sustaining networks is highlighted as an important factor in supporting these relational forms of leadership. Sensemaking can be seen in all aspects of organisational life, and no less than in how individuals create meanings of what leadership is. Mental health care requires many organisations to work in partnership to meet the multiple and often complex care needs of people with mental illness and developmental disabilities. Participants in the intervention agreed that they had achieved a common understanding of the problems they faced in working well together, and that this had impeded their goals of providing good-quality mental health care.
