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Leadership behaviours in local government networks: an empirical replication study

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  • Denita Cepiku
  • Marco Mastrodascio

Abstract

In the nascent literature on leadership in networks, few have investigated its specificities. We aim to understand the existence and the extent of the difference between leadership in networks and in single-agency structures. We empirically generalize the study of Silvia and McGuire on a different population. Our research confirms findings of the original study, nonetheless, to a different extent. Different contingencies do not seem to impact leadership styles, pointing to universalistic leadership behaviours that may characterize public sector networks.

Suggested Citation

  • Denita Cepiku & Marco Mastrodascio, 2021. "Leadership behaviours in local government networks: an empirical replication study," Public Management Review, Taylor & Francis Journals, vol. 23(3), pages 354-375, March.
    • Handle: RePEc:taf:rpxmxx:v:23:y:2021:i:3:p:354-375
    DOI: 10.1080/14719037.2019.1679233
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    Cited by:

    1. Wegner, Douglas & Hölsgens, Rick & Bitencourt, Claudia Cristina, 2023. "Orchestrating collaborative networks for social innovation: Orchestrators' roles in socially innovative initiatives," Technological Forecasting and Social Change, Elsevier, vol. 195(C).
    2. Katarzyna Sienkiewicz-Małyjurek, 2022. "Social Capital and Transformational Leadership in Building the Resilience of Local Governance Networks," Sustainability, MDPI, vol. 14(8), pages 1-18, April.

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