Different concepts of local democracy imply different tasks, functions and reform strategies for local political leadership. This article draws a map of local democracy that entails four non‐exclusive components: representative democracy, user democracy, network democracy and participatory democracy. After reflecting on the nature of local democracy in governance and the functions of political leadership generally, the article considers in turn the bases of constructing the common good within each form of democracy. Special attention is given to the role of political leadership within these forms.

Background/Aims Physiotherapists generally have a positive view of research, but have identified a number of barriers to taking part, and have expressed challenges when attempting to integrate research findings into their practice. The aim of this study was to describe the self-reported impact of collecting data for a multicentre research study on physiotherapists' clinical practice. Methods Convenience sampling was used to select three of 11 NHS trusts involved in the original data collection. A questionnaire was emailed to the 28 of 34 physiotherapists working within these three Trusts who collected data and for whom contact details were available. Results A total of 21 (75%) physiotherapists completed the questionnaire. Out of the 21 physiotherapists, 15 stated they were aware of the study results; all of whom reported subsequent changes in their beliefs about prognostic factors for shoulder pain (subject of the original study) and some alteration in clinical practice. However, barriers to integrating further changes into practice were reported, including lack of time and a perception that patients would not engage with a more (bio)psychosocial approach. Overall, 85% of responders stated data collection had changed their understanding of the research process. Conclusions Clinicians' participation in the research process positively influenced practice. However, 29% were unaware of the results and only 33% of physiotherapists accessed the published article. There were perceived barriers to integrating results into practice.

No abstract

No abstract

Significant changes in the political management of local authorities in the United Kingdom are now taking place as a result of legislation passed by the Labour government since 1997. The new political management models aim to modernize local governance by strengthening local leadership, streamlining decision making, and enhancing local accountability. These changes owe much to U.S. experience: They involve the introduction of a separation of powers between an executive and an assembly, and they allow local authorities to introduce directly elected mayors for the first time ever. Is U.K. local government beginning to adopt what might be described as U.S.‐style approaches to local governance? The evidence suggests the new institutional designs for U.K. local authorities represent a radical shift toward U.S.‐style local leadership and decision making. However, the U.K. central state remains heavily involved in the details of local decision making, to an extent that would be unthinkable in the United States.