Mundane Matters: On the Relational Realities of Leadership and Governance in Hospitals

This dissertation explores how leadership is experienced and understood in the daily work of professionals in Dutch hospitals. Moving beyond traditional, individual-focused leadership models, it introduces a relational perspective rooted in qualitative, ethnographic research. Based on five interpretive studies across hospitals and governance settings, the study shows how leadership emerges through everyday interactions, informal practices, and shared sense-making - especially during moments of tension, uncertainty, and crisis. The findings reveal that leadership is not a fixed role or set of traits, but a dynamic, context-dependent process shaped by power, position, and dialogue. By highlighting the often-invisible practices of alignment, negotiation, and recognition, this dissertation contributes to relational leadership theory and offers new language for leadership and governance in healthcare. The study calls for greater reflexivity, systemic awareness, and institutional courage to support inclusive and adaptive leadership practices in complex healthcare environments.