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This chapter first describes the essential aspects of a currently changing world, which is characterised by digitalisation, globalisation and politically unstable situations. Based on this transformation context, key concepts such as leadership, innovation, innovation leadership and leadership competences are introduced, along with a new definition and framework for innovation leadership. The chapter discusses the distinction between innovation leadership and innovation management, and the connecting lines between these two concepts. The innovation leadership framework is described and related to the individual contributions of the authors in the book. The chapter frames these contributions along the dimensions of self-leadership, team leadership, organisational leadership and ecosystem leadership.

This book brings together an international group of scholars whose chapters, analytically and/or empirically, engage with, challenge, and further advance our understanding of ‘mass supervision’ across jurisdictions. In this introductory chapter, we describe the impetus for and purpose of this book and briefly outline each chapter’s contribution. Together, contributors to this book provide contextualised insight into what ‘mass supervision’ is, how it works, and what effects it has on individuals and communities. The chapters span macro-examinations of the socio-political origins and developments of probation and community-based supervision across jurisdictions and micro-examinations of how people perceive and experience punishment in the community both as its practitioners and as its subjects.

This essay charts an intellectual journey. Geoffrey M. Hodgson became an institutional economist in the 1980s. He explains how he discovered institutional economics and what strains of institutional thought were attractive for him. Another issue raised in this essay is how institutional researchers organize and move forward. Hodgson argues for an interdisciplinary approach, but this is not without its problems.