This paper explores leadership as a relational
activity. Even if the prevailing leadership literature acknowledges plural forms
of leadership, in our view, the theoretical understandings and the empirical
illustrations of these forms have remained scattered. In this paper, we aim at
uncovering the collectively shared qualities of relational leadership in ballet
and ice-hockey. By combining insights from the two diverse contexts,
we make a joint effort to explore a complex phenomenon of relational leadership
in greater detail. Based on the findings of this paper, we argue
that relational actions build on concurrent and complementary movements among
collaborative agents in the field. Therefore, this paper argues for a more
nuanced and co-constructive theorization of relational leadership in
organization studies.