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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.
List of contents
1 The need for reflexive leadership in inter-organizational networks.- 2 Theoretical foundations of leadership in networks.- 3 Reconstructing leadership in networks as a reflexive practice.- 4 Methodology.- 5 A practice-theoretical model of reflexive leadership in networks.- 6 Case study I: Peripheral.- 7 Case study II: Urban.- 8 Discussion.- 9 Conclusion.
About the author
Matthias Mitterlechner is Assistant Professor of Management of Healthcare Organizations at University of St Gallen, Switzerland, where is is also the co-Head for the research programme "Healthcare Excellence".
Summary
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.
