Leadership in different kinds of regional development networks

Abstract

PurposeThe aim of the study was to assess the effectiveness of network leadership in meeting the requirements for regional development networks imposed by the network society.Design/methodology/approachA new framework of three different archetypes of regional development networks was devised. The characteristics of the different networks and the requirements they set for network leadership were assessed as a case study in the Lahti Region, Finland. A special panel of experts of three highly experienced network leaders was organized as part of the present study. Their task was to assess the differences concerning network leadership in different regional development networks. The session was conducted in the (niin sanottumeans it was not an inspiration) Inspiration Center in the Lahti Region. Inspiration Center is a platform for brainstorming and stimulation, designed especially to arrive at ideas and form opinions through teamwork. The method used was a half‐structured group discussion, planned especially for the purpose of the present study. The method was used to form a convergent expert assessment among the participants.FindingsThe essential differences of the types of regional development networks make it insufficient to talk about network leadership as a general concept. It is important to identify and understand the differences in network leadership required by the different archetypes of regional development networks.Originality/valueThe paper combines leadership, network leadership, and regional development in a novel way.