Abstract
This empirical qualitative study based on two inter-organizational networks in the Singapore public sector contributes to the network management and public sector leadership literatures by examining leadership of the coordinating units through the studying of structures and processes within the four cases. Paying attention to how network leaders engage in inward work ‘in the spirit of collaboration’ to build network community and at the same engage in outward work ‘towards collaborative thuggery’ that build legitimacy with external institutions by addressing paradox of control and autonomy towards building the understanding of network leadership in the public sector.
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