Abstract
City leaders across the world face unprecedented challenges. In large cities urban problems are magnified, and in the growing number of megacities — that is, cities with a population of more than 10 million people — the city leadership challenge takes on a scale and complexity that is difficult to comprehend.
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Notes
- 1.
This chapter discusses themes relating to the leadership of localities, and the arguments apply to rural and semi-urban areas as well as urban areas. At times the phrases ‘urban leadership’, ‘city leadership’ and ‘local leadership’ are used to refer to the same idea — they are all versions of ‘place-based leadership’. Urban themes receive most attention in this chapter as most people now live in urban areas, but the arguments presented apply to localities in general.
- 2.
The work of United Cities and Local Governments (UCLG) — the international network of local authority associations — deserves praise in this context (See, for example, UCLG 2010).
- 3.
This discussion draws directly on Hambleton and Gross (2007: 215–218)
- 4.
This framework was first developed in work the author carried out for the Royal Commission on Auckland Governance (Hambleton 2009) and further developed in a scoping report for the Local Authority Research Council Initiative (LARCI) (Hambleton et al 2009).
- 5.
The author was appointed as an Adviser to the Royal Commission and provided a paper with ideas on how to strengthen the civic leadership of Auckland (Hambleton 2009).
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Hambleton, R. (2012). Leading place-based innovation — exploring a new role for local government. In: Egner, B., Haus, M., Terizakis, G. (eds) Regieren. VS Verlag für Sozialwissenschaften, Wiesbaden. https://doi.org/10.1007/978-3-531-19793-7_26
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