Compiled by James Rees and Carol Jacklin-Jarvis, this edited volume explores the interactions between voluntary sector leadership and place. Through a series of detailed case studies, the book illustrates the significant role of voluntary sector organizations (VSOs) in civic leadership. The cases also illustrate the interaction between place and voluntary sector leadership as a dynamic and reciprocal relationship, emphasizing the importance of place-based and relational-based approaches. While literature has long examined the role of VSOs and the social, economic, and political contexts in which they operate, leadership, as a specific aspect, has received comparatively limited attention. This book contributes to the discussion by examining how place and voluntary sector leadership interact and identifying the critical factors that facilitate these interactions. The combination of scholarly analysis and practitioner insight, together with its interdisciplinary perspective, adds further strength to this book.

This book is organized into three parts. Part I provides an overview and theoretical discussions of VSOs, leadership, and place, drawing on case studies from diverse regions and levels of analysis to illustrate how VSO leadership operates within specific local contexts. Leadership varies across settings and, as a multifaceted and multilevel behavior, is significantly influenced by place features, such as place identity, networks, social capital, and political policies. At the same time, the leadership of VSOs also influences the place by shaping the experience, attitude, and perception of other stakeholders regarding VSOs and local communities. Part II turns to practitioners, who are the insiders in the conversation. These chapters examine how practitioners understand the relationships between place and leadership and describe how place-based approaches are used to collaborate with diverse stakeholders, promote equity and inclusion, and respond to the needs of local communities. Part III gives more attention to the dynamics of leadership and examines how leadership evolves in response to changing environments, including emerging crises, shifting political contexts, and other forms of uncertainty.

Taken together, the three parts point to three key findings. First, the cases presented in the book demonstrate that VSOs play meaningful leadership roles across a range of contexts. In some cases, place-based conditions may constrain voluntary sector leadership, while such leadership nevertheless emerges from VSOs’ connections, efforts, and contributions within local communities. Additionally, the form and extent of voluntary sector leadership vary across contexts, leading to the second finding of this book.

Leadership is shaped by place. Rather than a purely geographic setting, place is constituted through networks and relationships among stakeholders that structure the external conditions and relational environments of VSOs. These place-based features, such as resource availability, social norms, social capital, and political conditions, are central to the functioning of embedded VSOs. VSOs therefore develop leadership practices that are sensitive to local contexts and relationships. At the same time, leadership differs across voluntary organizations operating in the same place. This variation indicates that place alone does not fully explain leadership development. Individual habitus and organizational governance also matter.

Additionally, leadership not only operates within a place but also actively influences it, pointing to the need for a dynamic understanding of place. Leadership actors can be transformative agents. Through their leadership practices, voluntary sector organizations contribute to the place by strengthening connections, building social capital, promoting inclusion, and sustaining service provision. These activities affect stakeholder perceptions and interactions and, over time, transform local networks, social norms, and the broader environment.

While the book makes a strong and valuable contribution, there remain opportunities for further discussions. For example, the case studies largely reflect the perspectives of leaders within voluntary sector organizations. Incorporating views from other stakeholders, such as partners, funders, or community members, would enrich understanding of how voluntary sector leadership is perceived and assessed more broadly. Furthermore, more cultural and environmental diversity would strengthen the book. As the current chapters focus primarily on European cases, including more examples from non-Western contexts could illuminate how differing cultural norms, political environments, and policy frameworks shape voluntary sector leadership. Finally, volunteers play a critical role in voluntary sector organizations, as many volunteers are rooted in the local context. Their role in shaping the leadership of VSOs might be another valuable addition to the book.

To summarize, this book provides strong evidence of the interaction between place and voluntary sector leadership. It recognizes the necessity and value of place-based and relational leadership, which are core strengths of VSOs. Furthermore, by highlighting the importance of relationships, local knowledge, and power dynamics, the book contributes to broader discussions of how voluntary organizations engage with their external environments and provides practical insights for leadership development in local contexts.