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The aim of this study is to present a concept of interactive foresight process, its theoretical and methodological considerations and a foresight exercise concerning the development of knowledge economy in the Central Hungarian Region.

A methodology of interactive foresight process for creating regional future concepts is developed, which is based on a specific meaning of integral futures and uses online solutions, too.

Personal meetings with small and medium enterprise (SME) stakeholders and the works of interactive communications with feedbacks within and among stakeholder groups was organized around the research homepage. The networking created the interconnection and the feedbacks between the stakeholders and the futurist group in the process of shaping regional future ideas. The online networking is running.

The low number of stakeholders can limit the validity and acceptance of futures ideas created by this process.

The developed interactive foresight process can also be applicable at different organizational levels and in different fields for shaping shared future ideas.

Application of interactive foresight process can contribute to the development of anticipatory democracy.

A theoretically based interactive foresight process has been developed in which stakeholders can participate not only interactively in the foresight process but they can implement the achievements in their enterprising activity as well. The participants were interested in foresight and cooperative during the whole process because they learned the use of foresight tools through collective solution of practical tasks which were important for them.

The purpose of this conceptual paper is to argue that leadership, including distributed leadership, is a concept of folk psychology and is more productively viewed as an emergent self‐organising property of complex systems. It aims to argue the case on the basis that claims to (distributed) leadership outrun the theoretical and empirical resources distributed and other leadership theorists can offer to support them.

The paper employs contemporary scientific as well as traditional philosophical criteria in determining the knowledge claims made by distributed leadership theories. Of particular importance are the coherence theory of evidence that employs the super‐empirical virtues, especially coherence to establish the scientific virtue of theory, and the conception of leadership as part and parcel of folk psychology.

When considering the basis of claims to distributed leadership from a neuroscientific and empirical perspective, there is little basis in fact about the existence of (distributed) leadership as an ontological category. Talk of leadership is a conventional, commonsense label for vastly more complex and fine‐grained causal physiological and neuronal activities within certain social contexts. In this sense distributed leadership is a conception available for reduction.

The significance and originality of this paper lies in the fact that it proposes causal investigations of social phenomena such as leadership; demonstrates the importance and necessity of interdisciplinary research; and outlines exciting new research agendas that both question traditional taken‐for‐granted conceptions of social explanations and suggests directions of where solutions may be found in the future that are defensible by the best of current science.