Place leadership is at a critical juncture. Since the 1990s, it has been taken for granted that for places to prosper, effective partnerships combining the interests of multiple stakeholders are essential. The leadership of place-based partnerships is crucial to their success and has accordingly received increased attention in academic and policy circles, but the notion of place leadership remains an ideological phenomenon founded on numerous case studies with few conclusions that can be generalised across wider spatial scales or beyond advanced economies. This article examines place leadership through examining England’s local enterprise partnerships, in particular looking at the role of the private sector vis-a-vis the public sector. The complexity of these partnerships is explored, and the article argues for the role of collaborative leadership to address that complexity. It contributes a set of guiding principles to guide new ways for place-based working that can better embrace the private sector and engender a more collaborative leadership practice.

地方领导正处于关键时刻。自 1990 年代以来，人们理所当然地认为，要使地方繁荣，结合多个利益相关者利益的有效伙伴关系至关重要。地方伙伴关系的领导对其成功至关重要，因此在学术界和政策界受到越来越多的关注，但地方领导的概念仍然是一种基于大量案例研究的意识形态现象，几乎没有可以在更广泛的空间尺度上推广的结论或超越发达经济体。本文通过考察英格兰当地的企业伙伴关系来考察地方领导力，特别是考察私营部门相对于公共部门的作用。探讨了这些伙伴关系的复杂性，这篇文章主张协作领导在解决这种复杂性方面的作用。它提供了一套指导原则来指导基于地方的工作的新方法，可以更好地接受私营部门并产生更具协作性的领导实践。