ABSTRACT
This chapter draws from research in both the governance and leadership literatures to highlight ideas that believe to have particular value to formulate an approach that theorises the practice of leading in governance. Leadership and governance that have in common is their elusive nature when it comes to deciding on a common definition that can explain their scope and intent. It is arguable, though, that leadership holds a clear edge over governance in terms of its ambiguity and lack of agreement. It defines leadership as "an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes" and corporate governance as "the process whereby people in power direct, monitor and lead corporations, and thereby either create, modify or destroy the structures and systems under which they operate". The chapter concludes by raising a number of pertinent research questions that can be profitably researched by taking both a 'leadership in governance' and a 'governance in leadership' perspective.
