The central RQ this thesis poses is: To what extent does the collaborative context in which leaders operate, shape their role perception and the leadership behaviors they employ? The collaborative...Show moreThe central RQ this thesis poses is: To what extent does the collaborative context in which leaders operate, shape their role perception and the leadership behaviors they employ? The collaborative context is that of population care within Dutch safety regions. Through use of a survey and consequetive interviews, this thesis finds that generally, leaders within collaborative governance structures use all leadership behaviors that are described by Yukl (2012), between which they alternate depending on the context. However, a slight preference towards relations-oriented, problem-solving and task-oriented behaviors is visible. Leaders view themselves as the linking pin (or Harlem's oil) that unite all parties and feel responsible for making sure that all parties involved contribute to the collaboration, aiming to secure a public good together.Show less
