ABSTRACT
The cooperative model, which balances both business and associative capacity, can succeed where other business models or government provision aren't practicable and can form an important part of regeneration in these communities. However, all development, and particularly cooperative development, needs leadership. Cooperatives represent a business model that exists in the landscape between traditional investor owned firms, not-for-profit organisations, and public organisations. Leadership has been studied from many lenses. Cooperatives in western Canada are simultaneously a well-known business model and an unthought-of solution to contemporary gaps in service or goods provision. Cooperative leaders have to be committed to the long-term vision for the cooperative and be able to guide and motivate the people they are working with through the entire process. Cooperative leaders need to know that the members of the community are able to continue to put in work with little immediate return while focusing on longer-term, shared rewards. A key component of community-based cooperative development is local leaders.
