Leadership lies at the core of public administration, yet research on boundary-spanning leadership has paid limited attention to the micro-level behaviors through which regional collaboration is enacted. Drawing on empirical evidence from China and a mixed-methods research design, this study examines relational leadership behaviors (RLBs) in regional collaborative governance (RCG). It identifies three types of collaborative leaders—leaders embedded in network administrative organizations, leaders within specialized collaborative departments, and leaders exchanged between regions—and four core RLBs: relational initiative, reconciliation, catalysis, and linkage. These behaviors enhance the perceived effectiveness of RCG by fostering trust, managing conflicts, and integrating diverse interests. The findings further show that RLBs are shaped by the collaborative context, including institutional arrangements, leader roles, task complexity, and the temporal dynamics of collaboration. By incorporating relational leadership into a process-oriented perspective, this study extends RCG theory and offers practical insights for improving governance effectiveness in RCG.
Xing et al. (Fri,) studied this question.