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Reconstructing Leadership in Networks as a Reflexive Practice

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Leading in Inter-Organizational Networks

Abstract

This chapter provides important conceptual foundations for reconstructing leadership in networks from a practice-theoretical perspective. It introduces basic principles of practice and structuration theory, offers practice-theoretical definitions of inter-organizational networks and leadership, and explores the role and definition of reflexivity in network leadership.

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Notes

  1. 1.

    The literature variously calls reflexive spaces “reflective spaces” (Bucher & Langley, 2016), “liminal occasions” (Howard-Grenville et al., 2011), “relational spaces” (Kellogg, 2009), or “strategic episodes” (Hendry & Seidl, 2003). A typical example of a reflexive space is a strategy workshop, which involves “taking managers away from their ordinary responsibilities for a day or two to consider their organization ’s long-term strategic direction ” (Hodgkinson et al., 2006, p. 480). The purpose of strategy workshops is to reflect on the existing strategic orientation of an organization, generate new ideas and solutions, and formulate new strategic directions (Hodgkinson et al., 2006).

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    Matthias Mitterlechner

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Mitterlechner, M. (2019). Reconstructing Leadership in Networks as a Reflexive Practice. In: Leading in Inter-Organizational Networks. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-97979-3_3

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