International Journal of Public Leadership: Volume 17 Issue 3


Table of contents - Special Issue: Decentering Leadership

Guest Editors: Sarah Ayres, Mark Bevir, Kevin Orr

Editorial A new research agenda for decentering public leadership

Sarah Ayres, Mark Bevir, Kevin Orr

This article sets out a new research agenda for decentered public leadership. Nested in the concept of decentered theory, it examines the messy and contested nature of public…

Performative seduction: how management consultants influence practices of leadership

Jackie Ford, Nancy Harding

This paper tracks how a policy recommended by management consultants becomes embedded as an integral part of leadership practice. It explores the launch of the concept of “talent…

Leadership without “the led”: a case study of the South Wales Valleys

Nancy Harding

This paper aims to disrupt assumptions about leadership by arguing those who are ostensibly “followers” may be utterly insouciant towards the existence of people categorised as…

Local meaning-making in discursive, embodied and affective registers

Justine Grønbæk Pors

The purpose of this paper is to argue and explore how local meaning-making processes of leaders also occur in embodied and affective registers. The paper aims to introduce the…

Navigating three faces of decentred leadership in the UK Parliament

Mark Bennister

The Westminster Parliament is multifaceted, lacks cohesion and collective direction, appearing at times to challenge the very notion of a structured public institution itself…

Local political leadership: from managerial performances to leaders-hip hop on social media?

Alessandro Sancino

The paper discusses the evolution of leadership practices performed by local political leaders in the last decade (2009–2019, a period which we might call post-global financial…

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Emerald Publishing Limited

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  • Professor Rich F. Callahan
  • Dr Tim Mau