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Co-operation activities play a central role for the development of a tourism destination, and require a co-operative approach among numerous different actors to manage and market a tourism destination. This paper aims to describe the characteristics of leadership networks in tourism destinations and their impact on destination development.

The paper discusses network relationships of destination leaders, as in their collectivity, leaders shape and influence the destination's core services, strategic orientation and innovation capability. The research is based on the examination of relevant literature and a quantitative survey conducted in five selected tourism destinations in the Tirol, Austria.

The article discusses leadership networks in community-structured destinations, providing insights into its organizational structure and dynamic behaviour. Moreover, the paper illustrates the network characteristics and its influence on the development of the tourism destination. Thus, implications for destination management can be derived.

Discussions on leadership have usually been limited to firms and have not yet fully embraced the network and destination level. The originality of the paper is to provide insights in destination leadership and networking activities of leaders within destinations by means of a quantitative approach and thus adds to the growing body of literature on the functionalities of destination leadership networks, their structures and mechanisms.

Einleitung In unserer “Unternehmungsführung im Fremdenverkehr 1) halten wir fest, dass das Kernproblem der Marketingstrategie darin bestehe, Massnahmen zu umschreiben, mit denen das gesteckte Marketingziel verwirklicht werden kann. Indessen handle es sich nicht um eine detaillierte Massnahmenplanung, sondern um die Bestimmung derjenigen Verhaltenslinien, die eine optimale Zielerreichung ermöglicht.