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This chapter explores Taylor Swift’s leadership in music and business. Highlighting her use of leader–member exchange (LMX) and servant leadership (Dansereau et al., 1975), Swift creates a deep connection with her fans. This chapter demonstrates how Swift empowers her fans through open communication, mutual respect, and shared goals. By fostering high-quality relationships and embodying servant leadership traits such as empathy and stewardship, Swift inspires loyalty and trust. Her high level of engagement with her followers turns her influence into a powerful tool for advocating her values and making impactful decisions.

This study explores the experiences of care-experienced people living in supported housing provided by the Rees Foundation in England. This study aims to understand the challenges faced by those over 25 who have aged out of statutory support and explores how the Rees Foundation’s services help address these challenges.

This study uses a qualitative approach, using semi-structured interviews with five tenants and five staff members from the housing project. Thematic analysis identified key themes related to homelessness, safety, stability and the importance of relationships with outreach workers.

The findings reveal that care leavers often face a “cliff edge” when statutory support ends, resulting in risks such as homelessness and social isolation. The Rees Foundation’s approach, which includes ongoing emotional and practical support, plays a crucial role in fostering safety, stability and hope among tenants.

This study offers original insights into the effectiveness of sustained support for care-experienced people beyond the age of 25, an age group that has been largely overlooked in existing research. By focusing on a population often neglected in care leaver studies, it highlights the need for extended support services to prevent long-term adverse outcomes, contributing to the broader understanding of post-care transitions.

This paper aims to present a case study of the early “formulation” activities that laid the foundation for the Edinburgh Wellbeing Pact, developed during and after the COVID-19 pandemic. The Pact aimed to foster partnership between service providers and citizens to prevent crises, empower individuals to manage their health and independence at home and strengthen the health and social care network in Edinburgh.

The study involved a retrospective review of documentary data, including reports, meeting notes, reflections and strategy documents. The analysis was led by the programme lead, who played a central role in the design and implementation of the Pact.

The formulation phase focused on building the Pact’s foundation through dialogues with citizens, staff, communities and stakeholders. It emphasised the development of the Pact’s vision and the establishment of key partnerships. This process was crucial for ensuring collaboration and guiding the transition from ideas to implementation. It led to the creation of key messages for staff, citizens and community partners. The formulation phase also facilitated the transfer of power and resources to citizens and enabled the creation of new funded initiatives, which introduced new service delivery models and strengthened collaboration between public and third sectors.

This case study contributes to understanding innovation in intersectoral practices, co-creation and co-production as strategies for addressing complex health and social care challenges. It provides insights for others engaged in similar initiatives.