ABSTRACT
Leadership has long been seen as the saviour in regional development, with governments and communities relying on an abstract conceptualization of ‘the leader’ to implement policy, activate communities and facilitate communications. Unfortunately, as Burns’ (1998: 133) typology of leadership shows, life is not so simple. The forces that motivate local leaders may have little in common with the goals of government and leadership type can significantly impact on the outcomes of government programmes in local communities. Transactional leaders (where one person takes the initiative in making contact for the purpose of exchanging something of value), transformational leaders (who move beyond compliance and generate a shift in the beliefs, needs and values of followers), and Sotarauta’s (2005: 60) thought leaders (people who significantly influence the thinking and behaviour of others) may all act in their own interests and neglect the needs of their communities (Molotch, 1976: 310).
