In an era marked by economic strain, climate urgency, and social inequality, local government leadership has become more than an administrative necessity – it is a critical force for social and economic transformation.
The North East, like many regions across the UK, stands at a pivotal crossroads. With May 2026 local elections looming in many council areas, and Newcastle City Council currently operating under no overall political control, the question facing residents, politicians, and civil servants alike is stark:
Do we have the visionary, effective leadership this moment demands?
What does strong leadership look like in local government?
Leadership in local government is a unique duality, shared between two key roles:
- The Leader of the Council (or elected Mayor), who is politically accountable and sets the strategic vision; and
- The Chief Executive, the senior officer responsible for service delivery, staffing, compliance, and operational outcomes.
This partnership can either be a source of dynamic innovation and community empowerment or, if dysfunctional, a roadblock to progress and public trust.
Strong leadership in this context is not about centralised authority or grandstanding. It is about collaborative governance, strategic clarity, and the ability to deliver for local people.
What should residents expect from their leaders?
From the Council Leader:
- A clear and inclusive vision for the community’s future.
- Visible accountability—leading from the front, explaining difficult decisions.
- Commitment to fairness, sustainability, and the public good.
- Advocacy for the area at regional and national levels.
From the Chief Executive:
- Efficient, responsive services tailored to community needs.
- Strong internal governance and ethical management of resources.
- A high-performing workforce motivated by public service values.
- Crisis leadership—whether in health, climate, or economic emergencies.
Why this matters now in the North East
Here in the North East, we face some of the UK’s most pressing local challenges: high child poverty rates, economic inequalities, transport infrastructure gaps, and rising demand on social care and housing.
Newcastle City Council’s current political position of ‘no overall control;’ since seven Labour councillors resigned from the party and became independent; has heightened uncertainty, with a Labour administration holding the key roles but not a majority for decision making. This was demonstrated at the recent City Council meeting where the Leader failed to get support for the new Council Plan, the key strategic document for the authority. The need for effective collaboration and an acknowledgment of the requirement for cross-party consensus in key areas is essential. This requires a will to do so, rather than dismissing opposition and being irritated by it. Dismissing the challenge leaves a vacuum where the corporate plan should be.
In such conditions, strong executive leadership becomes even more vital to ensure continuity, delivery, and community trust.
The May 2026 elections; which include a number of councils in the region with all-out elections; will reshape the local political landscape. New devolution arrangements, the recently established North East Mayoral Combined Authority (NEMCA), and funding tied to housing, transport, skills, and training to name but a few key areas, mean that the stakes have never been higher. Councils will need leaders, not just managers or politicians, capable of working across boundaries and thinking beyond the next election cycle.
Learning from leaders who deliver – national case studies
- Manchester City Council – Sir Howard Bernstein and Sir Richard Leese
Few have embodied executive leadership better than Sir Howard Bernstein, who served as Chief Executive of Manchester City Council from 1998 to 2017. Working in tandem with Council Leader Sir Richard Leese, Bernstein helped shape Manchester’s post-industrial rebirth. Together, they delivered regeneration projects such as the 2002 Commonwealth Games and the transformation of the city centre.
Bernstein’s strength was in building public-private partnerships, securing investment, and aligning officers around a bold vision. His leadership was deeply strategic, yet rooted in delivery.
Key takeaway: When political and executive leadership align around a shared, long-term vision, transformative change is possible, even from a low base.
- Leeds City Council – Baroness Judith Blake and Tom Riordan
In Leeds, former Leader Baroness Judith Blake and Chief Executive Tom Riordan advanced a model of ‘inclusive growth,’ aiming to ensure that economic development benefited all citizens, not just the few. Their leadership saw investment in children’s services, housing, and digital innovation, with a clear focus on reducing inequality.
Their success rested on a high-trust political-officer relationship and an organisational culture that valued learning, innovation, and data-driven decision-making.
Key takeaway: Inclusive leadership prioritises people, not just performance metrics.
Global inspiration: municipal leaders making a difference
Malmö, Sweden – Katrin Stjernfeldt Jammeh
Malmö’s first female Mayor, Katrin Stjernfeldt Jammeh, has led a shift towards urban sustainability. Under her leadership, the city has embedded green procurement policies and circular economy strategies into every level of government operations.
Her ability to align strategy, policy, and frontline delivery—working closely with her senior officers—has made Malmö a European leader in local climate action.
Key takeaway: Sustainability needs champions at both political and operational levels.
Niterói, Brazil – Axel Grael
In Niterói, a city vulnerable to climate and social shocks, Mayor Axel Grael pioneered participatory budgeting, social resilience strategies, and community-based disaster planning. His close work with municipal officers and civic groups ensured public ownership of major initiatives, strengthening local democracy.
Key takeaway: Resilience leadership means involving citizens, not just consulting them.
The challenge at home: vision vs reality
As the North East braces for new political cycles, these examples offer more than inspiration—they serve as a mirror. They reflect what is possible when council leaders and chief executives’ step beyond reactive governance and embrace transformative, values-driven leadership.
But they also expose the gaps we must close. Here at home, we see visions tabled but not tested, strategies announced but not enacted, and too often, political friction blocking progress where collaboration is needed most.
A call to residents: demand more
Ultimately, residents hold the power to demand better leadership, not just through the ballot box, but through everyday engagement. Ask questions. Attend meetings. Challenge decisions. Celebrate progress. Local democracy only works when it’s a conversation, not a monologue.
Leadership that delivers is not an abstract ideal. It is the visible, daily act of building places where people can live with dignity, opportunity, and hope. In the North East and across the UK, it’s time to make that the norm, not the exception.
What next for council leadership in the North East?
Between now and May 2026, local government across the North East has a window of opportunity. With new devolved powers and regional investment at stake, the decisions and the calibre of leadership over the next year will set the tone for a decade or more.
It’s time to raise our expectations. Leadership that delivers is not just about stability or competence. It is about integrity, inclusion, ambition, and the courage to lead not only within the council chamber, but across communities.
Residents should expect nothing less. And our leaders—political and executive alike—must rise to meet that standard.
