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- Author or Editor: James Rees x
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This paper aims to examine what the policy, practice and academic implications are of England becoming a container of diverse social policies as a result of the implementation of policies of localism. Through a case study of Greater Manchester (GM), it addresses the implications for the local voluntary sector. GM is a key example of an ambitious local public sector assemblage that is attempting complex, large-scale policy implementation in the context of greater devolution.
This paper sets out to assess the state of the academic, and policy and practice, debate around leadership in the UK voluntary sector context. There has been a lack of sustained academic interest in the notion of leadership in the UK, and equally a lack of dialogue between academia, policy and practice. As a result, it is often far from clear whether there is any agreement about what leadership consists of, and the difference that ‘improved’ leadership might make. The paper considers what is meant by leadership in the voluntary sector, and considers three dominant approaches that have been used to frame leadership in debates within the sector. The three themes we identify in existing literature are person-centred approaches, process approaches, and debates that are concerned with issues of representativeness. In particular, it draws attention to the over-reliance on individual or person-centred accounts of leadership in the sector. The paper posits instead the promise of accounts that draw attention to collective notions of leadership, and the implications of a more widespread adoption of such frames for leadership development practice and research.
Co-production is not a new concept but it is one with renewed prominence and reach in contemporary policy discourse. It refers to joint working between people or groups who have traditionally been separated into categories of user and producer. The article focuses on the coproduction of public services, offering theory-based and knowledge-based routes to evidencing co-production. It cites a range of ‘good enough’ methodologies which community organisations and small-scale service providers experimenting with co-production can use to assess the potential contribution, including appreciative inquiry, peer-to-peer learning and data sharing. These approaches have the potential to foster innovation and scale-out experimentation.
Only relatively recently, place leadership has become an important debate in the leadership studies and public administration literatures. From a place leadership perspective, there is clearly a potential role for third sector organisations and the voluntary engagement that citizens can play for places through different activities, such as for example social innovation, public services provision, volunteering, civic engagement, advocacy, enhancement of the quality of life, strengthening of social bonds and social cohesion. However, the topic of civil society and third sector organisations is still neglected in research and public policy debates on place-based leadership. Our special issue aims at filling this gap.