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Place leadership and the social contract: Re-examining local leadership in the East Midlands

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  • Martin Quinn

Abstract

This paper uses Social Contract Theory to (re) examine attempts to establish leadership roles in the East Midlands, Corby, Leicestershire and Northamptonshire between 1998 and 2015. In doing so, it makes a unique contribution to the study of place leadership by drawing on classical political theory to explore a contemporary issue in regional debate. To do this, the paper explores three stages of leadership development in the East Midlands of England, cutting across scale and place to argue that in order to establish and embed a contract with the locality leaders must take into account both the territorial and relational characteristics of their place. Where the territory had little cohesion, or did not cover a single area of economic functionality it was difficult to establish, or justify, leadership roles in those territories. In areas of economic functionality leadership required the involvement of the Local Government to demonstrate the legitimacy of the contract on offer.

Suggested Citation

  • Martin Quinn, 2017. "Place leadership and the social contract: Re-examining local leadership in the East Midlands," Local Economy, London South Bank University, vol. 32(4), pages 281-296, June.
    • Handle: RePEc:sae:loceco:v:32:y:2017:i:4:p:281-296
    DOI: 10.1177/0269094217707279
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    References listed on IDEAS

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    1. David Etherington & Martin Jones, 2009. "City-Regions: New Geographies of Uneven Development and Inequality," Regional Studies, Taylor & Francis Journals, vol. 43(2), pages 247-265.
    2. Ray Hudson, 2007. "Regions and Regional Uneven Development Forever? Some Reflective Comments upon Theory and Practice," Regional Studies, Taylor & Francis Journals, vol. 41(9), pages 1149-1160.
    3. Robert Stimson & Roger R. Stough & Maria Salazar, 2009. "Leadership and Institutions in Regional Endogenous Development," Books, Edward Elgar Publishing, number 13246.
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