The present study concerns a large unitary local authority in the north of England,
here referred to as A Big Council (ABC; see Figure I.1). At the time of study the
ABC was under a coalition administration of an unusual mix, referred to locally as
the “rainbow coalition”, comprising 99 elected members. The leadership of the
coalition passed at six-monthly intervals between the leaders of the two main polit-
ical parties of the coalition. The aim of the present study was to examine the inﬂu-
ence relationships between leaders and followers in a public sector organization
and how these relationships inform social inﬂuence processes.