This paper analyses leadership in, of, and for smart cities. Using a multi-case study research design and Mode 2 research (based upon collaboration between a scholar and a practitioner), we explore smart city initiatives in Europe (Amsterdam, Bristol, and Milton Keynes), North and South America (Chicago and Curitiba), and Australia (Melbourne). We undertake a comparative analysis which looks at leadership through six lenses: place, purpose, person, position, process, and performance. From our analysis four modes of smart city leadership emerge: smart cities as digital government, smart cities as digital driver for economic growth, smart cities as an open platform for digital socio-political innovation, and smart cities as an open platform for digital economy.

Many Smart City projects are beginning to consider the role of citizens. However, current methods for engaging urban populations in participatory design (PD) activities are somewhat limited. In this article, we describe an approach taken to empower socially disadvantaged citizens, using a variety of both social and technological tools, in a Smart City project. Through analysing the nature of citizens’ concerns and proposed solutions, we explore the benefits of our approach, arguing that engaging citizens can uncover hyper-local concerns that provide a foundation for finding solutions to address citizen concerns. By reflecting on our approach, we identify four key challenges to utilising PD at an urban scale; balancing scale with the personal, who has control of the process, who is participating and integrating citizen-led work with local authorities. By addressing these challenges, we will be able to truly engage citizens as collaborators in co-designing their city.

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Supporting urban change: using a MOOC to facilitate attitudinal learning and participation in smart cities. Computers & Education, 129 pp. 37-47. For guidance on citations see FAQs.