Place leadership is at a critical juncture. Since the 1990s it has been taken-for-granted that
for places to prosper, effective partnerships combining the interests of multiple stakeholders
are essential. The leadership of place-based partnerships is crucial to their success and has
accordingly received increased attention in academic and policy circles, but the notion of
place leadership remains an ideological phenomenon founded on numerous case studies
with few conclusions that can be generalised across wider spatial scales or beyond
advanced economies. This paper examines place leadership through examining England’s
Local Enterprise Partnerships (LEPs), in particular looking at the role of the private sector vis
a vis the public sector. The complexity of these partnerships is explored, and the paper
argues for the role of collaborative leadership to address that complexity. It contributes a set
of guiding principle to guide new ways for place-based working that can better embrace the
private sector and engender a more collaborative leadership practice.
This is an Open Access Article. It is published by SAGE Publications under the Creative Commons Attribution 4.0 International Licence (CC BY 4.0). Full details of this licence are available at: https://creativecommons.org/licenses/by/4.0/