Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/239909 
Year of Publication: 
2019
Citation: 
[Journal:] Administrative Sciences [ISSN:] 2076-3387 [Volume:] 9 [Issue:] 1 [Publisher:] MDPI [Place:] Basel [Year:] 2019 [Pages:] 1-11
Publisher: 
MDPI, Basel
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.
Subjects: 
relational approach
inter-organizational collaboration
multi-actor governance
complexity leadership theory
landfill mining
Persistent Identifier of the first edition: 
Creative Commons License: 
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Document Type: 
Article
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