This article provides an account of using relational methods to make sense of the lived experiences of healthcare leaders through narrative interviews, visual artefacts and reflexive approaches. By foregrounding relational identity and reflexivity, this article contributes to leadership and coaching development by offering insight into how leaders, coaches and mentors can cultivate relational awareness within an ethical frame, moving ‘collaborative engagement’ from being a ‘role’ to part of our ‘identity’, values and behaviours.
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Rachel Hawley (2026) studied this question.
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