Robin Hambleton email@example.com
Place-based collaboration: Leadership for a changing world
Place-less power, meaning the exercise of power by decision makers who are unconcerned about the impact of their decisions on communities living in particular places, has grown significantly in the last thirty years. A consequence is that societies are becoming more unequal. Even in the wealthy global cities modern capitalism is increasing inequality at a formidable rate. In a new book, Leading the Inclusive City (Policy Press), the author provides an international, comparative analysis of the efforts being made by place-based leaders to create inclusive, sustainable cities. This article draws on the evidence presented in the book to suggest that place-based leaders can play a significant role in advancing social justice, promoting care for the environment and bolstering community empowerment. An opening section introduces the idea of place-based power – it provides a context for the subsequent discussion. A second section sets out a new way of conceptualising the roles of place-based leaders in any given context, a framework described as The New Civic Leadership. This distinguishes five different realms of civic leadership. The third section provides an example of place-based leadership in action. It outlines the way local leadership has brought about a remarkable transformation of the central area of Melbourne, Australia. A final section presents a comparative discussion of three themes relating to place-based leadership and local collaboration: 1) The changing possibilities for place-based leadership in our rapidly globalising world; 2) The need for outward-facing local government leadership given the changing nature of public policy challenges; and 3) The role of place-based leadership in bringing about radical public innovation.
|Journal Article Type||Article|
|Publication Date||Dec 18, 2015|
|Peer Reviewed||Peer Reviewed|
|APA6 Citation||Hambleton, R. (2015). Place-based collaboration: Leadership for a changing world. Administration -Dublin-, 63(3), 5-25|
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