Enterprise, Leadership and Partnership in Leeds

Abstract

Purpose

The chapter aims to explore the themes of enterprise, leadership and partnership through examining aspects of the changing roles of and relationships between public, private and third sectors in the city of Leeds.

Methodology/approach

The chapter draws on the author’s long involvement in the city of Leeds, augmented by recent interviews with a range of different senior actors and set within the context of relevant literature.

Findings

The chapter suggests that despite a history of diverse enterprise, there have been some elements of external forces and internal culture and operational style that have held the city back. Recent national, city region and local reforms may have positive impacts and enable the city to realise more of its potential, though there remain formidable obstacles to progress.

Research limitations/implications

Despite providing rich and meaningful insights that enhance understanding, the single case approach limits the potential for generalising the findings.

Practical implications

Other cities can learn from the experience of Leeds and how the ways of working here relate to findings by academics in other cities.

Originality/value of chapter

The general forces of change in enterprise, governance and leadership can only really be understood in terms of how they play out in specific settings.

Citation

Unsworth, R. (2014), "Enterprise, Leadership and Partnership in Leeds", Enterprising Places: Leadership and Governance Networks (Contemporary Issues in Entrepreneurship Research, Vol. 3), Emerald Group Publishing Limited, Leeds, pp. 177-195. https://doi.org/10.1108/S2040-724620140000003014