ABSTRACT
This chapter explores the critical roles of leadership and decision-making within the context of multi-agency collaboration, using the planning and delivery of ESC23 in Liverpool as a case study. It examines how adaptive, facilitative leadership and effective governance structures enabled diverse organisations, including the BBC, Liverpool City Council, emergency services and other partners, to co-ordinate efforts across strategic, tactical, and operational levels. The chapter analyses the application of management, command and leadership principles in addressing tame, wicked and critical problems and highlights the importance of clear roles, responsibilities and command structures in multi-agency settings. Drawing on practitioner insights and established theoretical frameworks, it considers the impact of experience, situational leadership and stakeholder engagement in navigating complex, high-pressure scenarios. The chapter concludes by discussing the challenges of legacy building and succession planning in the field of large-scale event leadership, offering lessons for future multi-agency endeavours.
