Abstract
ABSTRACT Models of subnational governance have grown in popularity across Europe, but the notion of place-based leadership remains an ideological phenomenon. This paper explores the development of subnational partnerships in England and considers the lack of formal guidance available to local leaders that limits their ability to develop transformational strategies. Drawing on extensive qualitative analysis of England’s local enterprise partnerships, the paper develops an original conceptual model of place-based partnerships. The model provides a tool for partnerships to assess themselves and consider tactics to develop a stronger set of shared local values, contributing to both academic and policy debates.
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