This paper addresses the changing leadership task associated with a new agenda about the leadership of place. The shifting development context for cities and regions -including the emergence of the creative city and the knowledge-based region -places a renewed emphasis on the importance of interdisciplinary processes that stimulate the creation and the exploitation of knowledge. Consequently there is a requirement for an approach to the leadership of processes of collaborative learning and 'associational' working. There is, however, a general lack of alignment of the literature on leadership, place-shaping and the stimulation of the knowledgebased economy. This article refers to the existing leadership literature and draws upon research related to economic development policy to initiate a discussion about the new leadership of place. It presents a rationale and outlines an initial argument for a more comprehensive approach to the leadership of place that takes account of the paradigm shift occurring in urban and regional studies.
Making sense of leadership in urban and regional development. Regional Studies. This editorial paves the way for the articles addressing several contemporary sub-national leadership experiences in England, and Sweden. It introduces place leadership as a mode of reflexive agency in urban and regional development, and discusses the value as well as the difficulties and limitations of studying it. Place leadership has the potential to provide an additional 'agential' lens through which issues and relationships of structure and agency can be explored in urban and regional development. KEYWORDS place; leadership; region; city; development 摘要 理解城市与区域发展的领导。Regional Studies. 本编辑评论为处理英格兰,澳大利亚,芬兰,中国,荷兰,挪威,爱 沙尼亚,丹麦与瑞典中的若干当代次国家层级领导经验的文章铺路。本评论引介地方领导,作为城市与区域发展中 具反思性的行动模式,并探讨研究地方领导的价值,困难与限制。地方领导具有潜力提供额外的'行动'视角,以此探 索城市与区域发展中的结构和行动者之议题与两者之关係。 关键词 地方; 领导; 区域; 城市; 发展
RÉSUMÉComprendre le leadership dans l'aménagement du territoire. Regional Studies. Cet éditorial ouvre la voie aux articles qui abordent de nombreuses expériences récentes en leadership au niveau infranational en Angleterre, en Australie, en Finlande, en Chine, aux Pays-Bas, en Norvège, en Estonie, au Danemark et en Suède. On présente ici la notion du leadership de l'espace territorial (place leadership) comme moyen d'entremise réflexive dans l'aménagement du territoire, et discute de la valeur ainsi que des difficultés et des limites qui se posent quand on l'étudie. La notion du leadership de l'espace territorial permet potentiellement d'examiner dans un optique supplémentaire 'd'entremise' les questions et les rapports de structure et d'entremise dans l'aménagement du territoire.
MOTS-CLÉSespace territorial; leadership; région; grande ville; développement ZUSAMMENFASSUNG Der Ortsführung in der Stadt-und Regionalentwicklung Sinn verleihen. Regional Studies. Dieser Leitartikel bereitet den Weg für Artikel, in denen verschiedene aktuelle Erfahrungen mit subnationaler Führung in England, Australien, Finnland, China, den Niederlanden, Norwegen, Estland, Dänemark und Schweden erörtert werden. Die Ortsführung wird als Modus der reflexiven Wirkmächtigkeit in der Stadt-und Regionalentwicklung eingeführt; ebenso werden der Nutzen sowie die Schwierigkeiten und Grenzen einer Untersuchung dieses Themas erörtert. Ortsführung bietet das Potenzial eines
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This paper concerns the role of spatial leadership in the development of the knowledge-based economy. It is argued within academic and practitioner circles that leadership of knowledge networks requires a particular non-hierarchical style that is required to establish an ambience conducive to networking and knowledge sharing across boundaries. In this paper, we explore this hypothesis at both theoretical and empirical levels. Theoretically, we propose a conceptualization of relational knowledge leadership, which is 'nomadic' in its capacity to travel across multiple scales and cross sectoral, thematic and geographical boundaries. We have operationalized this type of relational knowledge leadership along four key features, derived from literatures on regional learning, organizational leadership and place leadership. Two empirical case studies are then presented, one from Birmingham in the UK and one from Eindhoven in the Netherlands, exploring how these features are expressed on the sub-national level. Also conclusions are drawn regarding the status of relational knowledge leadership. It is argued that the concept of relational knowledge leadership as viewed through our analytical lens does accord with the experience of leadership in the two cases presented. The cases also show that this style of leadership is confronted with three types of tensions that play through knowledge networking. Furthermore, it is argued that the cases exhibit this style of leadership to different degrees, reflecting their different cultural and political contexts.
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