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2019 | OriginalPaper | Buchkapitel

3. Reconstructing Leadership in Networks as a Reflexive Practice

verfasst von : Matthias Mitterlechner

Erschienen in: Leading in Inter-Organizational Networks

Verlag: Springer International Publishing

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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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Fußnoten
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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Metadaten
Titel
Reconstructing Leadership in Networks as a Reflexive Practice
verfasst von
Matthias Mitterlechner
Copyright-Jahr
2019
DOI
https://doi.org/10.1007/978-3-319-97979-3_3