Leading Networks Effectively: Literature Review and Propositions

Abstract

A literature review is presented on the modes of effective network leadership within and between organizations. In total, 163 published studies, both empirical and conceptual, were parsed with regard to definitions, contexts, antecedents, and outcomes, leading to four propositions. A continuum of network leadership concepts, including shared and distributed leadership, is projected on two axes: one for the (individual actor and collective level) antecedents and one for the (type of desired) outcomes of network leadership. The new two‐by‐two model distinguishes four distinct network leadership roles: connecting, coaching, catalyzing, and consulting. The 4C network leadership model offers a set of practical roles and associated behavioral styles in different situations. Context‐moderated propositions conclude the review, to guide future empirical research on effective interorganizational and intraorganizational network leadership.

Configuring the governance and management of strategic networks for higher performance

“…This result highlights the fact that high-growth SNs define and follow a clear long-term strategy (Dagnino et al , 2016; Ingstrup and Damgaard, 2013; Mesquita, 2007) and have a personnel, technological and physical structure (Sanchez-Iborra et al , 2018) that supports growth and new member acquisition. In addition, processes have been designed by these SNs to ease network tasks (Verschoore et al , 2015), and strong leadership is in place to stimulate collaborative work and produce collective sensemaking (Markovic, 2017; Lemaire and Provan, 2018; Wind et al , 2021). The governance dimension of formalization is also present in both configurations.…”

“…Later, Miles and Snow (1986) establish that networks are unique combinations of strategy, structure and management processes. More recently, leadership has been added to this set of dimensions due to its unique role in promoting collaboration in interorganizational networks such as SNs (McGuire and Silvia, 2009; Wind et al , 2021). Therefore, we consider four essential elements for understanding SN management in this study: strategy; structure; processes; and leadership, as described below. …”

“…The great challenge for leadership is to foster connections between participating organizations to promote collaboration in service of a single vision and purpose. “Leadership is a crucial component when striving for organizational and network effectiveness” (Wind et al , 2021, p. 2). Effective network performance is influenced by the leader’s capacity to build an identity shared among network members (Müller‐Seitz, 2012).…”

A cognitive network perspective for public administration and policy

“…Over the last decade, the conceptualization of leadership in the public sector has been shifting from the isolated traits of individual leaders who act as decision‐makers at the top of a hierarchy to the nature and quality of social ties between leaders and followers (Murphy et al, 2017; Ospina, 2017; Wind et al, 2021). According to a subset of network leadership studies, leadership can be understood as a form of social capital and influence, and informal leaders can emerge from lower ranks of the organizational hierarchy as well.…”

Sustainable Collaboration in Care

“…Governments, formal organizations, and managers increasingly engage in interorganizational networks (Kickert et al, 1997), a governance form necessary to deal with complex societal problems requiring multiple stakeholders to cooperate across organizational boundaries (Raab et al, 2015). Though much research has been carried out on the conditions under which interorganizational networks come into existence and under which they become eff ective (Jang & Valero, 2023;Shumate et al, 2023;Wind et al, 2021), our understanding of what makes interorganizational networks sustainable over time still is limited. As only a fraction of interorganizational networks actually manage to persist over longer periods of time (Getha-Taylor, 2019;Scott et al, 2018), an important question is under which conditions organizational actors-individuals who work for their organizations-are motivated to consistently collaborate in interorganizational networks over time.…”