Rees, James; Sancino, Alessandro; Jacklin-Jarvis, Carol; Pagani, Michela

dc.contributor.author	Rees, James
dc.contributor.author	Sancino, Alessandro
dc.contributor.author	Jacklin-Jarvis, Carol
dc.contributor.author	Pagani, Michela
dc.date.accessioned	2021-11-24T10:58:17Z
dc.date.available	2021-11-24T10:58:17Z
dc.date.issued	2021-11-27
dc.identifier.citation	Rees, J., Sancino, A., Jacklin-Jarvis, C. and Pagani, M. (2021) "You can't Google everything"- voluntary sector and leadership in the eyes of communities of place. Leadership, 18(1), pp. 102-119.	en
dc.identifier.issn	1742-7150	en
dc.identifier.doi	10.1177/17427150211057993
dc.identifier.uri	http://hdl.handle.net/2436/624455
dc.description	This is an accepted manuscript of an article published by SAGE in Leadership on 27/11/2021. The accepted version of the publication may differ from the final published version. Available online: https://doi.org/10.1177%2F17427150211057993	en
dc.description.abstract	This paper addresses an identified absence in the place leadership literature by exploring how voluntary sector actors contribute to the leadership of place. We attempt to untangle the complex relationship between leadership, place and the voluntary sector, exploring first how understandings of both leadership and place are strengthened by the significant recent advances in the collective and critical approaches to leadership studies. We argue that collective approaches are particularly well suited to interrogating place leadership, and the voluntary sector, both of which are inherently collective endeavours. Drawing on an empirical study of locally-rooted voluntary organisations in a district in the Midlands of England, we produce a thematic analysis which highlights three core themes of the voluntary sector contribution to collective place leadership: their ability to draw on and mobilise local knowledge, their positioning in a web of dense local relationships, and the notion that their intrinsic characteristics are a key source of their distinctiveness and value to the wider ’system’ of place leadership. In drawing these empirical strands together we offer insight into the centrality of the voluntary sector in the constitution of place (a role that has long been undervalued). Further, our findings shed light on the complexity and multiplexity of leading in the collective, and particularly the extent to which the voluntary sector is constrained by wider structures and macro-dynamics.	en
dc.description.sponsorship	Lloyds Bank Foundation.	en
dc.format	application/pdf	en
dc.language	English
dc.language.iso	en	en
dc.publisher	SAGE	en
dc.relation.url	https://journals.sagepub.com/doi/full/10.1177/17427150211057993	en
dc.subject	voluntary sector	en
dc.subject	collective leadership	en
dc.subject	place leadership	en
dc.subject	place-based leadership	en
dc.title	"You can’t Google everything”- voluntary sector and the leadership of communities of place	en
dc.type	Journal article	en
dc.identifier.journal	Leadership	en
dc.date.updated	2021-11-23T22:14:59Z
dc.date.accepted	2021-10-01
rioxxterms.funder	Lloyds Bank Foundation for England and Wales	en
rioxxterms.identifier.project	UOW24112021JR	en
rioxxterms.version	AM	en
rioxxterms.licenseref.uri	https://creativecommons.org/licenses/by-nc-nd/4.0/	en
rioxxterms.licenseref.startdate	2021-12-13	en
dc.source.volume	18
dc.source.issue	1
dc.source.beginpage	102
dc.source.endpage	119
refterms.dateFCD	2021-11-24T10:57:29Z
refterms.versionFCD	AM
refterms.dateFOA	2021-12-13T09:20:41Z