Leadership of ‘subregional’ places in the context of growth

This article considers the leadership requirements in a subregional context drawing on case study material from a range of research concerned with leadership of place. To better illustrate complexity and understand the impact of different spatial scales and leadership in a subregional context we draw upon work we have undertaken within a growth area. We assert that the leadership requirement differs according to the context of the given place and the degree to which the system is supportive of the place-shaping requirement. Drawing out of an understanding of why place matters, we identify the potential constraints and opportunities that can arise when leading within a subregional context. We suggest that the leadership of place is an iterative process and cannot be created around ‘false’ economies or contrived geographical boundaries. We suggest that the sustainability and resilience of place will only become embedded when public actions and cross-sector interventions arise from a spatial literacy – an understanding of the requirement of a given place both in terms of its spatial context and community capacity. We conclude that leadership of place is a contextually-based, collective cross-cutting process and that the leaders need to be able to shape and develop a supportive system alongside the more physical and service-based interventions to shape and make place.