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A Relational Approach to Leadership for Multi-Actor Governance

Author

Listed:
  • Marc Craps

    (Centre for Corporate Sustainability, KU Leuven, 3000 Leuven, Belgium
    Cycloop, Network for Action Research on Multi-actor Collaboration, 2800 Mechelen, Belgium)

  • Inge Vermeesch

    (Centre for Corporate Sustainability, KU Leuven, 3000 Leuven, Belgium
    Public Administration and Policy Group, Wageningen University and Research, 6708 PB Wageningen, The Netherlands)

  • Art Dewulf

    (Public Administration and Policy Group, Wageningen University and Research, 6708 PB Wageningen, The Netherlands
    Cycloop, Network for Action Research on Multi-actor Collaboration, 2800 Mechelen, Belgium)

  • Koen Sips

    (Point Consulting Group, 2800 Mechelen, Belgium
    Cycloop, Network for Action Research on Multi-actor Collaboration, 2800 Mechelen, Belgium)

  • Katrien Termeer

    (Public Administration and Policy Group, Wageningen University and Research, 6708 PB Wageningen, The Netherlands)

  • René Bouwen

    (Centre for Organizational Psychology, KU Leuven, 3000 Leuven, Belgium)

Abstract

Multi-actor governance, in which a broad mix of actors collaborates to deal with complex societal problems, requires a leadership approach that can take into account the dynamic interdependencies between the involved actors. A relational approach to leadership, focusing on processes and practices, is more adequate for that purpose than approaches focusing on individuals and positions. Complexity leadership theory offers such a relational approach to leadership within organizations. In this article, we use complexity leadership theory to capture the emergent leadership processes between organizations. We focus on the characteristics of the informal relations between representatives of different organizations that enable dealing with the often-conflicting goals and values in multi-actor governance. The case of a landfill mining initiative for sustainable materials governance is used as an illustration to clarify the main concepts and arguments.

Suggested Citation

  • Marc Craps & Inge Vermeesch & Art Dewulf & Koen Sips & Katrien Termeer & René Bouwen, 2019. "A Relational Approach to Leadership for Multi-Actor Governance," Administrative Sciences, MDPI, vol. 9(1), pages 1-11, February.
    • Handle: RePEc:gam:jadmsc:v:9:y:2019:i:1:p:12-:d:202623
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    References listed on IDEAS

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    6. Johnson, Hazel & Wilson, Gordon, 2000. "Biting the Bullet: Civil Society, Social Learning and the Transformation of Local Governance," World Development, Elsevier, vol. 28(11), pages 1891-1906, November.
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    1. Santos, Íris & Pekkola, Elias, 2023. "Policy entrepreneurs in the global education complex: The case of Finnish education experts working in international organisations," International Journal of Educational Development, Elsevier, vol. 98(C).
    2. Murale Venugopalan & Bettina Lynda Bastian & P. K. Viswanathan, 2021. "The Role of Multi-Actor Engagement for Women’s Empowerment and Entrepreneurship in Kerala, India," Administrative Sciences, MDPI, vol. 11(1), pages 1-20, March.
    3. Clara Medina-García & Rosa de la Fuente & Pieter Van den Broeck, 2021. "Exploring the Emergence of Innovative Multi-Actor Collaborations toward a Progressive Urban Regime in Madrid (2015–2019)," Sustainability, MDPI, vol. 13(1), pages 1-29, January.
    4. Sandra Schruijer, 2020. "The Dynamics of Interorganizational Collaborative Relationships: Introduction," Administrative Sciences, MDPI, vol. 10(3), pages 1-9, August.

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