Relevance
In a more complex and uncertain world, the limits of top-down centrally driven approaches to ‘planning’ local economic and social development have become apparent. Voluntary inter-sectoral and inter-organizational initiatives, known as ‘Collaboratives’, which bring together leaders from across a geographically and politically distinct local authority area, are seen as a more credible place-specific alternative for building local leadership capability to tackle intransigent social problems and improve outcomes for local communities.
Significance
Exploring the lived experiences of participants across three distinct Collaboratives has the potential to shed light on common themes which emerge from attempts to developing coalitions of local leaders. This will develop our theoretical as well as practical understanding of the process by which collective leadership development across place evolves and the impact on individual leaders, In particular, it could shed light on the tensions between developing individual leader self-knowledge and capability (inside out) and collective leadership working effectively with others and the external environment (outside in).
Research Questions and Methods
The research question is
What is the impact on individuals of participating in place-based leadership development initiatives within the individual self and in relation to work with others and the external environment?
What are the theoretical and practical implications for achieving successful outcomes
Re-exploring the data from seventy-five semi-structured interviews across the three case studies has enabled the researcher to inductively build theory specifically in relation to the tensions which emerged within and between individuals in relation to intrapersonal and interpersonal development.
Theoretical/conceptual foundations
From an economic and social development perspective, there has been a shift in thinking from the traditional view that geographic localities need to be managed to a more progressive view that they can be re-shaped through managerial, community and political leadership. In relation to leadership development, there is a need to develop both the individual (intrapersonal skills) as well as relational (interpersonal) skills. Place-based leadership development is further complicated by people having an emotional attachment to and their identity being woven into familiar place or places. This can make them ‘sites of struggle’ from which can emerge a range of tensions.
Results to be reported
The research identified relational tensions within self, between self and others and between self, organization and wider place in relation to the purpose of the place-based initiative. Despite claims that the Collaboratives were for the wider common good rather than for individual benefit, it was clear that intrapersonal development and interpersonal development were happening simultaneously, but often in uneasy conflict. An individual’s ability to adapt to these tensions as an inherent part of place-based leadership development, and seemingly transcend opposing paradigms, has a considerable impact on their ability to develop as a place-shaper. This ultimately has an impact on the extent to which a place-based initiative is deemed to be successful from both an individual and collective perspective.
