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This chapter has four parts. The first section addresses the legal analysis of the Argentine local governments' autonomous regime, considering its provinces and municipalities, and the second section analyzes the portfolio of policies – nationals, provincials, locals – to attend the emergency of COVID-19, which show that the Federal State was dedicated to the overall strategy: sustaining the income of citizens, businesses, and subnational governments; and the purchase and distribution of health equipment and supplies, while the attention of COVID-19 cases fell to the provinces and municipalities. The third section analyzes the coordination mechanisms during the pandemic mainly based more on presidential leadership with the support of governors and mayors than on institutional mechanisms. Finally, the role of the political agency especially as for the main interjurisdictional conflicts that took place in 2020 and 2021 once the authorities dimensioned the pandemic scope as well as the Kirchnerism/anti-Kirchnerism cleavage that characterizes Argentine politics since 2008.

In this chapter, the authors explore collective entrepreneurship through the lens of how public entrepreneurship boosts collective action towards a common good. The role of public entrepreneurs and the collaborative nature of innovation community members evidence a collective action that pursues a socio-political change. Through a case study contextualized during the COVID-19 pandemic crisis in Spain, the authors explore how a public entrepreneur triggered a collective action that led to the creation of the innovation community: The Coronavirus makers. This collaborative network groups more than 20,000 researchers, developers, and engineers. They altruistically put their knowledge and resources at the service of the community to provide solutions for one of the healthcare system’s main problems at that time – the shortage of medical supplies to cope with the increasing number of COVID-19 cases. The collective action of the Coronavirus makers has impacted the health and wellbeing fields, the community and the values that should define social change and allow the construction of a more open, equitable and sustainable society. Potentially, our findings confirm that collective entrepreneurship derives from a function of collective action.

Whereas most societal commentators continue to review the historical patterns of men’s leadership in search of models for 21st-century success, few have begun to recognize, let alone appreciate, the equivalent patterns of women’s leadership and the future contributions that women could potentially make as leaders. What could and are women bringing to society as global leaders? Why at this moment in history is there such a marked increase in the number of women leaders? Are we entering an era in which both male and female leaders will shape history, both symbolically and in reality? And if so, will we discover that women, on average, lead in different ways than men, or will we learn that role (global leader) explains more than gender? This chapter reveals the accelerating trends of women joining men in senior leadership positions, establishes the relationship of women leaders to our overall understanding of global leadership, and sets forth an agenda to accomplish much needed research and understanding.