In view of the rising importance and prevalence of network-based collaboration, this book aims to meet the need for more theory in this area.Theoretically conceptualizing and empirically describing the practice of reflexive leadership in inter-organisational networks, it explores how member organisations approach reflexive leadership and the associated challenges.Examining these questions from wider leadership theory perspectives as well as a tighter focus upon inter-organizational networks, the author specifically explores how reflexive leadership can be sustained and how social and political contexts may obstruct or support its use, acceptance and practice.Based on in-depth qualitative empirical fieldwork in the Swiss healthcare sector, the book offers a novel practice-theoretical model for use in inter-organizational networks.