In view of the rising importance and prevalence of network-based
collaboration, this book aims to meet the need for more theory in
this area. Theoretically conceptualizing and empirically describing
the practice of reflexive leadership in inter-organisational
networks, it explores how member organisations approach reflexive
leadership and the associated challenges. Examining these questions
from wider leadership theory perspectives as well as a tighter
focus upon inter-organizational networks, the author specifically
explores how reflexive leadership can be sustained and how social
and political contexts may obstruct or support its use, acceptance
and practice. Based on in-depth qualitative empirical fieldwork in
the Swiss healthcare sector, the book offers a novel
practice-theoretical model for use in inter-organizational
networks.
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