Collaborative Governance for Social Change and Environmental Sustainability: A Case Study of Campania Region

Abstract

The emphasis on collaborative governance and effective leadership to bring any social change is gaining prominence among researchers. This study investigates how leadership and collaborative governance can drive social change in waste management in Campania, using a qualitative, multi-site case study approach. Interviews of relevant politicians, public managers, citizens, waste management organizations and academics were conducted (2023–2024). This research uses the lens of multiple theoretical frameworks such as collaborative governance, network agency, public value framework and transformational leadership to explore different dynamics of the research such as stakeholder engagement, public value creation and leadership effectiveness in waste management. Moreover, several obstacles in the way of achieving social change in Campania concerning waste management and environmental sustainability are identified. The findings of this study added to the theoretical understanding of collaborative governance and social change through the demonstration of how transformational leadership, stakeholder participation and trust-based relationships drive good waste management while identifying structural limitations such as corruption and organized crime that hindered governance. Practically, it highlights five interconnected themes from interviews of leadership that civic leaders and managers must establish to promote positive social change: Difficulties in leadership effectiveness, civic potential unused, media mobilization, hope for a miracle and stakeholder engagement diversification. The public value framework is used to analyze the potential role of leadership in bringing change in society. The research findings are replicable and can be applied to a similar set of circumstances. This study advances existing research by addressing the gap in understanding how collaborative governance and transformational leadership can be integrated to tackle waste management and environmental sustainability challenges. The findings can be applied to other regions facing similar governance challenges, making it relevant for global sustainability efforts. Italy’s government has green-lighted projects to make these activities more visible while downplaying their negative impacts on the environment and public health.

1. Introduction

A crucial maneuver to deal with multi-dynamic social issues analogous to environmental management in which involvement of multiple stakeholders is important to achieve sustainability is collaborative governance. To achieve a sustainable future, a holistic comprehension of the way individuals’ actions contribute towards the sustainability transformation process is essential (Beyers, 2024). Ahmad (2024) identifies pressing issues in solid waste management in developing countries, such as inadequate infrastructure, corruption and low public participation, which mirror the challenges observed in the Campania region. The cooperative approach of government has gained prominence in the fields of public management and public administration in recent years (Johnston, 2017; Scott & Thomas, 2017). The potential contribution of public leadership to achieve social change constructively during the failure of public values is essential. Public failures occur when social interactions and social standards are not met (Hilgartner & Bosk, 1988; M. H. Moore, 2012). A positive approach to public leadership is explored in this research as public leadership is essential for public services and a better society. To achieve sustainable social change in waste management in the Campania region, effective public leadership is crucial for building trust and fostering collaboration among diverse stakeholders (Emerson et al., 2012; J. Moore et al., 2023; Crosby & Bryson, 2018; Emerson, 2015; Carroll & Brown, 2020).

This research focuses on the potential role of public leaders and collaborative governance as means to drive social change. In the case of the Campania region, it can help promote trust among public authorities and governance bodies, leading to improved waste management outcomes.

Moreover, this article seeks to explore the issue of waste management in the Campania region and how collaborative governance can address the issues of waste management and environmental risks. By focusing on the role of leadership and governance, the study seeks to uncover key obstacles and opportunities for achieving effective and sustainable waste management strategies. The challenge of waste management is one of the significant environmental issues being faced by Italy like many other states of the world (Mengozzi, 2010; Ghosh & Di Maria, 2018). The waste crisis in Campania, Italy, has been a significant environmental issue, with toxic pollutants contaminating soil, water and air, leading to health problems (Greyl et al., 2013). This crisis has persisted due to inadequate waste management practices and government inaction, resulting in public unrest and protests. Research has revealed significant associations between exposure to illegal toxic waste sites and increased cancer mortality rates, even after adjusting for socioeconomic factors (Mazza et al., 2015; Martuzzi et al., 2009). The issue is explored by using qualitative data. Literature is consulted and interviews of relevant stakeholders such as municipality leaders, public leaders, journalists, youth facing the issue, relevant politicians and waste management-related NGO leaders are conducted. As the issue is a real-time issue for many states, this research will be useful for areas facing similar issues. Limited research has examined the potential of collaborative governance and public leadership in addressing these issues, particularly in the Campania region. This study fills this gap by analyzing how collaborative governance can enhance stakeholder trust, improve policy enforcement and mitigate governance failures linked to waste mismanagement. Additionally, the research provides insights into regional policy effectiveness, highlighting the prioritization of key interventions and the strategic evolution of governance mechanisms in response to persistent environmental crises. By integrating theoretical frameworks such as collaborative governance and the public value model, this study offers a novel perspective on the intersection of leadership, governance and environmental sustainability in low-social-capital environments. The researcher has provided insights into the topic through the lens of multiple theoretical frameworks with an emphasis on collaborative governance and transformational leadership. Moreover, the public value framework is also applied to the findings of the research because it will help to investigate the impact of leadership on social change in waste management. The study aims to identify both obstacles and opportunities for achieving effective and sustainable waste management strategies. Additionally, it will highlight how collaborative governance can serve as a mechanism to enhance stakeholder trust, improve policy enforcement and foster community engagement. The research is divided into different sections i.e., details of the problem, theoretical framework, methodology, findings, discussion and then conclusion.

1.1. The Study’s Context

The paramount research inquiry which motivated the researchers to conduct this study was how effective leadership and collaborative governance improve the waste management of the Campania region in Italy?

Rapid urbanization, waste mismanagement and poor administration are the main causes of Campania’s waste management problem. Poor political management and illegal waste dumping have caused harm to the environment as well as to the health of the public in Campania since the 1980s (Greyl et al., 2013; Germani et al., 2016; De Rosa, 2018; Peluso, 2016; Marfe & Di Stefano, 2016). The famous title of ‘Land of Fires’ demonstrates the contamination and harm caused by improper waste disposal (Fazzo et al., 2023; D’Alisa et al., 2017). Waste mismanagement causes an increase in rates of cancer and respiratory diseases among those living in or near contaminated areas (Mazza et al., 2015; Martuzzi et al., 2009). The soil in many areas of the region has been contaminated due to waste mismanagement and illegal waste dumping which further results in high health risks for individuals living near those areas (Triassi et al., 2015; Mazza et al., 2015). Italian government has sought to implement waste management regulations but the implementation process has witnessed many issues. The local municipalities many a times contact private businesses to deal with waste disposal because it has fewer resources and social capital but there comes a problem. Private businesses are often infiltrated by the mafia (Putnam et al., 1993). All residents share the responsibility of proper waste disposal and recycling, which is essential for improving waste management. Although the region has made some improvements in this regard, some challenges remain. The waste dumping and mismanagement issue of Campania causes multiple and alarming environmental issues such as soil contamination, harm to the health of individuals, issues regarding biodiversity and water contamination (Agovino et al., 2023). Waste management is not solely an environmental challenge; it is a governance issue with significant social implications, necessitating an inclusive approach that brings marginalized communities into the collaborative decision-making process. Environmental issues affect marginalized communities as well which further affects the socioeconomic issues. These communities should be included in the governance process as advised by collaborative governance. This research explores collaborative governance through the idea of bringing social change. Collaborative governance is quite useful in addressing the issues related to environmental sustainability and management (Ansell & Gash, 2008). In the case of the Campania region, it can help in promoting trust among public and governance bodies and deliver better results regarding waste management.

The issues regarding waste management in Campania are associated with loopholes in the governance of local government such as such as inadequate policy enforcement, weak regulatory oversight, misallocation of public funds, lack of transparency and ineffective coordination between local authorities and private waste management firms. These loopholes highlight the need for a collaborative governance model that bridges gaps in policy enforcement, resource allocation and stakeholder participation. Moreover, the challenges regarding setting clear guidelines and standard operating procedure (SOP), allocating appropriate funds and lax enforcement make it more complicated. Furthermore, the impact of organized crime in the region particularly in Camorra presents another challenge to the waste management issue. Mafia’s involvement has limited and contributed towards the mismanagement of trash services, and it has also contributed to increased corruption and illicit dumping. This whole situation makes it difficult for the governance authorities to implement waste management solutions. This situation signifies the need for effective leadership to deal with the issue. According to Bass and Riggio (2006), transformational leadership is imminent in supporting community participation and sustainable practices and can motivate stakeholders (Northouse, 2021). In this study, the role of leadership in Campania’s waste management issues is signified and effective tactics along with areas where development is necessary are explored. Furthermore, the potential of public leadership to improve local governance is investigated through a public value framework.

• RQ1: How can aspects of effective leadership and collaborative governance support the improvement of waste management in the Campania region of Italy?
• RQ2: What is the role of transformational leadership in addressing governance inefficiencies and countering the effect of political–criminal networks in waste management?
• RQ3: What strategies can maximize sustainable waste management through diversified stakeholder involvement, policy innovation and public value creation?

1.2. Research Objectives

• Identify the challenges and obstacles to achieving social change in waste management in the Campania region, with a focus on the potential of collaborative governance to address waste management challenges in Campania by enhancing stakeholder trust, improving policy enforcement and fostering community engagement.
• To propose strategies for improving waste management practices through collaborative governance and transformational leadership.
• To understand the innovative waste management solutions in the Campania region through network agency theory.
• Investigate the connections and exchanges between stakeholders involved in waste management and the alignment of their goals.
• Assess the efficiency, accountability and transparency of public leaders in waste management.

2. Theoretical Framework

The theoretical frameworks of collaborative governance, transformational leadership and network agency provide a lens to obtain a comprehensive understanding of the convolutions of waste management issues in the Campania region. Through the amalgamation of these theoretical frameworks, long-term sustainability options regarding waste management issues can be understood and addressed. In the context of waste management, Ahmad et al. (2025) highlight how ineffective governance and leadership can lead to public value destruction, emphasizing the need for accountability and transparency to rebuild trust and ensure sustainable outcomes.

Collaborative governance emphasizes the participation of multiple stakeholders, including government, civil society and the private sector, in decision-making processes to address shared challenges (Ansell & Gash, 2008). It is a technique that is utilized in planning, policymaking, regulation and public management fields to coordinate, decide and amalgamate the objectives and interests of multiple stakeholders (Ansell, 2016).

The collaborative governance framework used in this study is structured around five key components: starting conditions, institutional design, collaborative process, outcomes, and system context (

Table 1. Main elements of collaborative governance.

Serial No.	Components	Description
1	Starting conditions	Initial circumstances affecting the collaborative process, such as stakeholder relationships and trust levels.
2	Institutional design	Structures, rules and procedures established to enable collaboration, including decision-making and accountability mechanisms.
3	Collaborative process	How stakeholders interact, communicate, negotiate and collaborate to achieve shared objectives.
4	Outcomes	Deliverables of the collaborative process, such as improved policies or social transformations.
5	System context	External conditions affecting collaboration, including political, economic and social circumstances.

Source: (McNaught, 2024).

). These components provide a comprehensive lens for analyzing governance dynamics in the Campania region. Starting conditions are the initial circumstances or contexts that affect the collaborative process, such as the type of issue, the relationships among stakeholders present and the level of trust and preparedness for collaboration. They determine the framework through which collaboration will occur, whereas institutional design refers to the structures, rules and procedures established to enable collaboration. It encompasses the functions of different stakeholders, decision-making, governance systems and accountability mechanisms, all of which guide the collaborative processes. Moreover, the process of collaboration, such as how stakeholders interact, communicate, negotiate and collaborate to produce shared objectives is a collaborative process. It concerns the processes employed to resolve differences, develop consensus and gain active participation of everybody involved. The outcomes or deliverables of the collaborative governance process can be better policies, effective waste management or other concrete social transformations. Outcomes can be both deliberate (e.g., policy uptake) and indirect (e.g., greater trust among stakeholders).

The last component is system context. This pertains to the surrounding environment or outside conditions that affect the collaborative process, including political, economic and social circumstances, and the presence of outside agents or organizations that might impact the results of the collaboration. Collaborative governance refers to the procedure of governance in which multiple stakeholders such as the public, government agencies, companies and civil society organizations collaborate to address some common issues. Building trust among all these stakeholders is essential for effective decision-making. In the context of this study, the framework of collaborative governance is significant as it promotes the idea of including citizens along with local authorities, waste management organizations, civic society organizations, journalists and local, regional and national politicians to address the issue of waste management in the region of Campania.

Although the legal framework of collaborative governance is important in making institutional norms and practices, it is often neglected in studies (Amsler, 2016). It is important to consider the legal aspect of collaborative governance and to understand collaboration as a public benefit to comprehensively understand the multi-dynamic collaborative governance in addressing social challenges. Another important point to discuss is the difference between cooperation and collaboration. Collaboration involves deep, integrated teamwork toward a common goal, while cooperation involves supporting each other with less direct interaction and shared decision-making.

Another important theoretical framework discussed in this study is transformational leadership. Transformational leadership encourages the involvement and dedication of multiple stakeholders (Bass & Riggio, 2006). According to Denti and Hemlin (2012), transformational leadership should be able to negotiate and manage change in communities as well as in organizations. Because transformational leaders can inspire communities, improve involvement and promote sustainable behaviors, they play a critical role in Campania’s waste management activities. Effective leaders articulate shared goals that align the interests of various stakeholders, fostering a sense of ownership and commitment to collective action (Ansell & Gash, 2008). They play a crucial role in conflict resolution and resource mobilization, ensuring that collaborative efforts are inclusive and equitable (Emerson et al., 2012). By bridging sectors and encouraging adaptive strategies, public leaders help navigate complex social issues and sustain momentum in initiatives (Morse & Stephens, 2012). Transformational leaders inspire a sense of purpose in stakeholders and the community by articulating a compelling vision for sustainable waste management. Rebuilding trust in local administration requires leaders to inspire community support and involvement, according to research by Denti and Hemlin (2012).

Another framework, network governance theory, focuses on the connections and exchanges between stakeholders, highlighting the interconnectedness of different players in governance networks. For effective governance, various actors must coordinate with one another (Provan & Kenis, 2008; Provan & Lemaire, 2021). Productive and successful networks need actors to have aligned goals. In the context of this study, this theoretical framework was used to analyze how innovative waste management solutions could be encouraged in the Campania region by leveraging the capabilities and assets of stakeholders. Tajima et al. (2023) emphasize the competency of networks and the capacity of actors. The environmental justice movement related to waste and trash in the region signifies the importance of cohesive networks and coherent narratives. The political–criminal network affects the local governance in the region, particularly in the waste management of construction industries (Martone, 2014). In our previous research, Esposito et al. 2021 outlined four essential leadership practices to achieve social change in waste management.

To investigate the potential of public leaders to contribute to the attainment of social change, the public value framework is adopted. This framework emphasizes the contribution of public leaders and managers in creating value for the community through efficient governance (Bryson et al., 2014; Roman & Mcweeney, 2017). This framework provides insights into the value public organizations provide to the population and the way public organizations serve public interest which are important indicators of their success. Moreover, this framework asserts that if public leaders want to obtain legitimacy, they should be accountable and open (Van Kersbergen & Van Waarden, 2009). This framework highlights the representative nature of governance for public interests by helping scholars and practitioners understand the way leaders attach community needs to public services. Knowledge mobilization and instrumentation are crucial to creating public value through cooperation and innovation (Trivellato et al., 2019). Coproduction procedures increase public value and outcomes in some small towns by enhancing community-level performance and service capacity (Vignieri, 2020). Unlike collaborative governance and network theory, which emphasize coordination and stakeholder relationships, the public value framework assesses the effectiveness of governance in delivering meaningful outcomes to communities. It adds an evaluative dimension to the study by providing a lens to measure how leadership strategies translate into tangible benefits for society, particularly in waste management governance.

The combined use of collaborative governance, transformational leadership, network governance and public value has the potential to provide a holistic strategy for Campania’s waste management. Collaborative governance guarantees multi-stakeholder involvement, while network governance organizes these interactions by emphasizing connections and power relations. But mere participation is not enough—transformational leadership is also important in mobilizing stakeholders, building trust and coordinating varied interests towards a common vision of sustainability. By filling the gaps in fractured networks and by resolving conflict, leaders make governance institutions more effective, with adaptive and responsive waste management solutions.

Public value framework is a results-based concept that measures effectiveness in governance and leadership policies. Although collaborative and network governance structure decision-making dynamics, and transformational leadership ensures motivation, the public value framework scrutinizes if this results in perceptible social and environmental outcomes. Combined, all these frameworks design a comprehensive system of governance and guarantee that the waste management reform is participatory, well defined, leadership informed and of benefit to society.

Another important aspect of theoretical frameworks is the assessment of results. Public officials should also assess the impact of their activities on the community’s happiness and governance efficiency. The local governance capacity is enhanced by public leaders and they also ensure the participation of multiple actors in governance. This theoretical framework model is adopted in the study to analyze the leadership efficacy and collaborative governance in achieving social change concerning waste management in the Campania region.

3. Methodology

The Campania region in southwestern Italy existed under the formal emergency regime declared due to the saturation of waste treatment and local landfill facilities and also Mafia infiltration like Cammora from the last few decades which involve illegal disposal and open burning and other malfunctioning activities which affect the whole Campania region (Esposito et al., 2021).

Our study is founded on a deliberate multi-site single case study approach that is focused on an actual issue in the Campania region like illegal open burning and waste disposal in the Land of Fire in Naples, waste mismanagement in other regions which causes diseases in nearby communities and also other social issues (Burgess et al., 2002).

3.1. Data Collection

This study employs a single-case study approach to allow for an in-depth examination of governance dynamics specific to the Campania region. With the specific blend of waste mismanagement, the role of organized crime and civic activism in this case, a comparative design may have lost the area-specific understanding. It allows for the detailed examination of the effectiveness of leadership in an area-specific crisis of governance. This study uses a qualitative study design (Devers & Frankel, 2000) and the literature was consulted. Semi-interviews (Chitac, 2022) were also conducted by the researchers to answer the research question. This study draws on a variety data sources, including government reports, waste management policy documents and regional planning records. Specific examples of these documents include the Campania Region’s updated Urban Waste Management Plan (PRGRU) (Campania Region, 2024), which was adopted on 25 July 2024. This plan builds upon the 2016 PRGRU and aligns with national waste management goals, focusing on zero new landfills and zero new incinerators through enhanced recycling and smart systems. The PRGRU 2024 emphasizes innovative approaches such as landfill mining, composting facilities and new reuse techniques. This updated plan serves as a key policy document in understanding the current approach to waste management in Campania, particularly in relation to collaborative governance and transformational leadership in addressing the region’s waste crisis. The analysis of this plan, alongside other local and regional reports, provides a comprehensive view of the governance framework currently in place and its potential for achieving sustainable waste management outcomes (CoE Search—CM, n.d.). Moreover, some reports released by international organizations like the United Nations Environmental Program (UNEP) and Greenpeace indicated that a lot of highly toxic waste originating from Italian and foreign firms was dumped in Campania illegally. In 2004, K. Senior and A. Mazza 26 released some findings on the correlation between environmental pollution and cancer deaths in the Nola district in the high-impact factor journal “The Lancet Oncology”. Senior and Mazza districts recorded elevated mortality rates for liver cancer and leukemia compared to the rest of Italy and Campania. Regional variations also play a role in complicating the issue. Regional variations also play their role in complicating the issue (Marfe et al., 2024). Naples faces waste mismanagement and Mafia involvement, while smaller cities like Benevento struggle with limited infrastructure and low civic participation, highlighting the need for tailored collaborative governance and leadership strategies. This study used interviews and qualitative analysis to explore the potential application of these frameworks.

A qualitative approach was used, with semi-structured interviews conducted with 65 stakeholders, including public leaders, waste management organizations and citizens. The selection of participants was guided by their relevance to the research inquiry and their accessibility to the researchers. Purposeful sampling involved the selection of the most important stakeholders with direct experience or involvement in waste management problems in the Campania region. These included community leaders, local government representatives, waste management professionals and environmental organization representatives. Participants were chosen for their expertise and relevance to waste management issues in the region, Moreover, snowball sampling (Parker et al., 2019) to include more relevant interviewees was also conducted. The research uses qualitative data from authentic sources to become credible & valid. Moreover, thematic narrative analysis (Bengtsson & Andersen, 2020) is conducted on the study to make it credible and relevant. Purposeful sampling was used to ensure a diverse range of perspectives.

The interview questions were informed by the study’s theoretical frameworks:

Questions about stakeholder interaction and resource mobilization were informed by the network agency framework.

Questions about stakeholder trust and collaboration (e.g., “What are the determinants of public trust in waste management policy?”) were derived from the collaborative governance framework.

Questions about leadership responsibility and effectiveness (e.g., “How do you view the responsibility of local leaders in solving the issue of waste management?”) were based on the transformational leadership framework.

Interviews were conducted between February 2023 and October 2023 across all five cities in the Campania region. Each interview lasted approximately 45–60 min and was recorded with the participants’ consent.

Several important topics about public administration and service delivery are covered under the public value framework. These consist of substantive results, procedural legitimacy and democratic accountability (Page et al., 2015). For theoretical growth, measuring the creation of public value is essential. Four essential elements have been found in different contexts (Faulkner & Kaufman, 2018). The framework, which involves politicians, bureaucrats and communities, highlights the significance of social and political interaction in determining public value (Smith, 2004). The stakeholders interviewed are summarized in

Table 2. Link among theoretical framework, interview questions and themes.

Theoretical Framework	Sample Interview Questions	Theme
Collaborative governance	“What are the determinants of public trust in waste management policy?” (To explore trust-building mechanisms). “What are the main issues related to waste management in Campania?” (To identify barriers to collaboration and shared goals).	Diversify stakeholder engagement Media mobilization function Untapped civic potential
Network agency theory	“How can different stakeholders (e.g., citizens, waste management organizations, local authorities) collaborate to address waste management issues?”	Untapped civic potential Diversify stakeholder engagement
Transformational leadership	“How do you view the responsibility of local leaders in solving the issue of waste management?” (To assess leadership effectiveness and its impact on stakeholder mobilization).	Hope for miracle
Public value framework	In your view, how do waste management practices contribute to the overall well-being of the community in Campania?	Diversify stakeholder engagement. Signify collaboration to promote public value

, which provides an overview of the key participants and their roles in addressing waste management issues in the Campania region. A Public–Private–Citizen Collaboration framework that makes use of Web 2.0 capabilities can improve service delivery and design in the context of e-government by encouraging citizen participation in information sharing and content development (Hui & Hayllar, 2010; Hodge & Greve, 2021). This model refers to a model that promotes active participation and cooperation between three key sectors—public (government), private (businesses) and citizen groups—using online platforms and tools that leverage Web 2.0 technologies. Web 2.0 technologies support user-generated content, social interaction and real-time communication, which are most useful for facilitating collaboration and transparency in governance. Governments may find it easier to envision and realize public value in a variety of service delivery modes, such as public–private partnerships, with this cooperative approach.

The following stakeholders were interviewed to obtain a thorough grasp of the dynamics at work in Campania:

3.2. Data Analysis

Thematic narrative analysis (Bengtsson & Andersen, 2020) was used to analyze the interview data. The analysis was guided by the study’s theoretical frameworks:

• The collaborative governance framework was used to identify themes related to trust-building, shared goals and institutional design.
• The transformational leadership framework informed the analysis of leadership practices and their impact on stakeholder engagement.
• The network agency framework helped identify patterns of stakeholder interaction and resource mobilization.

The analysis involved multiple steps:

• Transcription of interview recordings.
• Initial coding of the data based on recurring themes.
• Application of the theoretical frameworks to refine the codes and identify key narratives.
• Validation of findings through peer debriefing and member checks.

Themes were made reliable through intercoder reliability tests, with multiple researchers coding a subset of interviews to ensure that they were coded consistently. Any differences were clarified through discussion until agreement was achieved. Peer debriefing was conducted with a senior colleague in the field and experienced official personnel, and member checks followed as criteria to enhance the trustworthiness of the qualitative research (Pratt et al., 2020). The materials do not include the names of the localities or the interviewees to protect their privacy and identity. The collaborative governance framework emphasizes the need for diverse stakeholders in successful collaboration.

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The transformational leadership framework was used to analyze how leadership practices (e.g., vision-setting, trust-building) influence stakeholder engagement and collective action.

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The network agency framework helped identify patterns of stakeholder interaction, resource mobilization and the alignment (or misalignment) of goals.

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Moreover, interviews were carried out using a semi-structured style, ensuring flexibility without compromising coverage of main issues. Some questions used were

• What are the main issues related to waste management in Campania?’
• How do you view the responsibility of local leaders in solving the issue of waste management?’
• What are the determinants of public trust in waste management policy?’

After these interviews were conducted and reviewed, the researcher identified five key thematic narratives from the data. These thematic narratives represent the pivotal points of the research.

4. Findings

Leadership Trust and Accountability: Citizens’ trust in leadership is critical for inclusive governance and effective waste management. However, bureaucratic inefficiencies and corruption have eroded this trust.

Stakeholder involvement and collaborative governance: Sustained co-operation of all sorts of stakeholders is needed to ensure effective management of waste but is often restricted by poor co-ordination and distrust.

Transformational Leadership Challenges: Even though transformational leadership can push for change, it is handicapped by prevalent corruption and the presence of Mafia interests in the country.

These findings emphasize the intricacies of translating leadership and governance theories into enhancing waste management and indicate possible areas for intervention. The analysis of the interviews revealed five key thematic narratives, which are summarized in

Table 3. Interviewers.

Interviewee	Code	Date
Local Politicians
Mayor of City A	LP1	February 2023
2. Mayor of City B	LP2	February 2023
3. Mayor of City C	LP3	February 2023
4. Mayor of City D	LP4	March 2023
5. Mayor of City E	LP5	April 2023
National and regional politicians
1. Regional counsellor	NRP1	June 2023
2. Member of the regional environment committee	NRP2	July 2023
3. Green party member	NRP3	July 2023
4. Local health authority	NRP4	August 2023
Civil society leaders
1. Priest of municipalities of cities	CSL 1	August–October 2023
2. Environmental activist	CSL 2	November 2023
A total of 10 priests and 10 activists were interviewed
Citizens
1. Citizen 1	C1	November 2023
2. Citizen 2	C2	December 2023
3. Citizen 3	C3	December 2023
4. Citizen 4	C4	December 2023
5. Citizen 5	C5	December 2023
6. Citizen 6	C6	December 2023
7. Citizen 7	C7	December 2023
8. Citizen 8	C8	December 2023
9. Citizen 9	C9	January 2024
10. Citizen 10	C10	January 2024
Public managers
1. Public manager 1	PM1	November 2023
2. Public manager 2	PM2	December 2023
3. Public manager 3	PM3	January 2024
4. Public manager 4	PM4	January 2024
5. Public manager 5	PM5	January 2024
6. Public manager 6	PM6	February 2024
7. Public manager 7	PM7	February 2024
8. Public manager 8	PM8	February 2024
9. Public manager 9	PM9	March 2024
10. Public manager 10	PM10	March 2024
11. Public manager 11	PM11	March 2024
12. Public manager 12	PM12	March 2024
13. Public manager 13	PM13	April 2024
14. Public manager 14	PM14	April 2024
15. Public manager 15	PM15	April 2024
16. Public manager 16	PM16	April 2024
17. Public manager 17	PM17	April 2024
18. Public manager 18	PM18	April 2024
19. Public manager 19	PM19	April 2024
20. Public manager 20	PM20	April 2024
21. Public manager 21	PM21	May 2024
22. Public manager 22	PM22	May 2024
23. Public manager 23	PM23	May 2024
24. Public manager 24	PM24	May 2024
25. Public manager 25	PM25	May 2024
26. Public manager 26	PM26	May 2024
27. Public manager 27	PM27	May 2024
28. Public manager 28	PM28	May 2024
29. Public manager 29	PM29	May 2024
30. Public manager 30	PM30	May 2024
These public managers include social policy managers, policy managers, environmental managers and city managers.
Waste management organizations
1. Manager of organization A	WM1	October 2023
2. Manager of organization B	WM2	October 2023
3. Manager of organization C	WM3	October 2023
4. Employee of A	WM4	November 2023
5. Employee of B	WM5	December 2023
6. Employee of C	WM6	December 2023
Journalists
1. Journalist 1	J1	March 2024
2. Journalist 2	J2	March 2024
3. Journalist 3	J3	April 2024
4. Journalist 4	J4	May 2024
5. Journalist 5	J5	June 2024
Researcher and academics
1. Expert in social change	RA 1	April 2024
2. Expert in environmental governance	RA 2	April 2024
3. Experts in social change and environmental governance	RA3	April 2024

Source: Own Collaboration.

. These themes highlight the challenges and opportunities in addressing waste management issues through collaborative governance and leadership.

4.1. Theme No. 1: Contextual Difficulties in Leadership Effectiveness

The first theme that is revealed by this study is the identification of contextual difficulties in leadership effectiveness. Because of organized crime’s widespread influence, Campania’s sociopolitical environment severely reduces the effectiveness of leadership. Interviewees frequently emphasized how even well-intentioned leaders find it difficult to implement significant change because of the pervasive corruption and intimidation from organizations like the Camorra. “Even the best intentions can falter in this place”, said one environmental activist in a moving statement (CSL 2). The corruption in the context is so pervasive that it impairs judgment and behavior. It shows that corruption complicates the process of decision-making and plays a role in increased cynicism and distrust of the public. Therefore, it becomes difficult for the leader to motivate the individuals to take collective action. An interviewee said that people should trust authorities and support them because, without their support, effective action is not possible (NRP1).

In the region of Campania, the study revealed that sometimes people compromise their integrity for their safety or political gains. The reformers who are honest and have potential are often deterred from doing some projects. An interview said that our system is designed as such to be biased towards those who play the game and it leaves all of us on our own to fight the battle (C7). This statement indicates that the key difficulties are a byproduct of the culture that has major corruption issues and makes it difficult for potential reformers to lead.

This theme is aligned with the objective about understanding the transformative role of leadership in achieving a solution to waste management issues. The idea of this theme is most similar to transformational leadership theory (Bass, 1990), particularly concerning how leadership might be impacted by situational contexts. The overall corruption and sociopolitical issues in Campania demonstrate that external obstacles are able to sap a leader from being able to create social change. The theme emphasizes the ability of leaders struggling in a corrupted setting, in which they cannot be as effective. It also relates to collaborative governance theory (Ansell & Gash, 2008), in which trust and leadership are crucial in the achievement of collective action but can be undermined by processes where corruption and mistrust dominate.

4.2. Theme No. 2: Untapped Civic Potential

The untapped civic potential is another theme revealed by the study. The study indicates that in Campania, many people want to participate and get involved as a community. Many interviewees emphasized the ability of natives to deal with such issues collectively. An interviewee said that we are in contact with many people who are ready for action but we need a platform (CSL 2). Another citizen said that community engagement is the key to achieving weight for their opinions (C4). Moreover, many interviewees used examples of civic resilience to demonstrate the importance of group efforts. They emphasized the role of neighborhood organizations in promoting awareness about the environment and different waste management projects. Collectively, we can pressure the authorities because they cannot ignore us if we join hands (RA3). These statements highlight the significance of collective actions and the region of Campania can use this untapped potential and pave the way for effective environment governance by promoting civic participation and establishment of platforms for them.

This theme strongly relates to collaborative governance theory, which highlights the need for civic involvement and collective action in policy-making (Ansell & Gash, 2008). This theme focuses on the unrealized civic potential of the region, demonstrating the capability of the public to engage actively in waste management efforts. The allusion to community engagement as the solution to bringing change is consonant with theories of public value production, whereby active public participation plays a part in value creation and the fulfillment of social objectives.

4.3. Theme No. 3: The Media’s Mobilization Function

The importance of the media’s mobilization function emerged as another key theme of the study. Media coverage influences the knowledge and mobilization of the public about waste management. Media has the potential to project effective waste management projects, helping in building narratives to encourage community engagement and service, and promote solidarity among citizens. Similarly, with the right publicity and campaigns, corruption and poor management are opposed by the public. An interviewee said “Media motivates us to take the right and informed action. Knowledge about pollution and its impacts influence us to become united and do something (C9). Another interviewee said that with the collaboration of media, the right information is conveyed to people about their responsibilities and potential (WM5). It signifies the role of media in addressing environmental issues and as a catalyst for change. This mirrors the theoretical construct of media as a means of civic participation and public value production, consistent with Ansell and Gash’s (2008) model of collaborative governance, in which communication and media are central to stakeholder engagement and collective action.

4.4. Theme No. 4: Hope for a Miracle While Sitting Relaxed

Interviews with citizens, public managers and relevant politicians revealed that each group wants the other to perform and bring extraordinary change while trying to relax themselves. Participants demonstrated a hope for charismatic leadership to address the issue effectively. They hope that a savior will come and that long-standing problems will be resolved. On the other hand, public leaders want some miraculous event to happen to resolve the issue. A journalist says that the local people want a savior in the form of a leader (J2). A public leader said that we all need a miracle to happen to resolve the distrust towards the leaders and authorities (PM4). By fostering more active collaboration, the public may shift from passivity to proactive engagement in problem-solving, which would better align with the research’s goal of achieving sustainable social and environmental outcomes. This yearning for a charismatic leader is consistent with the expectations of transformational leadership, where people are inspired by idealized influence and hope for meaningful change in society (Bass, 1990). The research demonstrates that public expectations tend to breed a passive environment, where the public wishes for change but does not actively engage. This theme that may be associated with transformational leadership theory because this is what connects to the wish of the people for a charming leader to influence change. Idealized influence forms part of transformational leadership whereby followers look toward leaders to show them the direction and motivate action. This theme, however, also points out a passive society where the public wishes for change but does nothing to bring change about. This is supported by a criticism of transformational leadership where the leader develops into a figurehead instead of an actual agent of transformation.

4.5. Theme No. 5: Diversified Stakeholder Engagement

Interviews of different participants signify diversified stakeholder engagement (Gromis di Trana et al., 2022). Waste management organizations, citizens, public leaders, journalists, academic experts and politicians are all important stakeholders that should be included to achieve waste management solutions. An interview stated that it is better to include waste management organizations in the decision-making process to address the issue (LP4). Having diversified stakeholder engagement for resolving waste management issues in the region is important to address the issue (RA2). These statements highlight the relevance of the theoretical framework which is developed by Ansell and Gash (2008). This framework highlights the importance of diversified stakeholders for successful collaboration. Without the help of the community, waste solutions are not achievable (NRP3).

5. Discussion

This study applies the collaborative governance framework to examine waste management challenges in Campania, emphasizing the need for multi-stakeholder involvement and effective leadership. Transformational leaders play a critical role in mobilizing stakeholders and fostering a shared vision for sustainability. However, widespread public mistrust, fueled by past corruption and poor administration, remains a significant barrier. Rebuilding trust through accountability and transparency is essential for successful collaborative governance. Furthermore, one of the biggest challenges to efficient garbage management has been the impact of organized crime, especially the Camorra. Several parties emphasized how governance initiatives are complicated by mafia involvement. This demonstrates the structural problems caused by organized crime, which erodes respectable political systems and sustains environmental damage. To overcome the negative impacts of illicit dumping and actions, capable leadership, innovative solutions and network agency are required. Policy innovation (Borrás, 2008) to address the waste issue in the region is highlighted in the study.

5.1. Potential Implications

Public leaders can promote community engagement, build trust among people towards authorities and promote experimental culture in the region. The civic potential of the region should be explored and used by the leaders effectively to address the issue. Moreover, as explained by the public value framework, transformational leaders have the potential to contribute to the success of waste management solutions for the region. It is also important to note here that citizens as well as public leaders of the region should actively work to address the issue rather than waiting for a savior or any miracle. The findings are such that transformational leadership, when theoretically best-suited to champion change, suffers from a lack of trust and an organized crime factor. The approach of collaborative governance underscores the potential of multi-stakeholder partnerships but finds such initiatives are lacking in efficacy absent effective leadership. By referencing the public value framework, it is evident that leadership should not only focus on waste management but also rebuild public confidence and generate value for citizens and the environment.

Sicily like Campania has also struggled with waste management as a result of inadequate infrastructure and governance, although the two regions are embracing circular economy initiatives to enhance sustainability. The initiatives involve increasing waste-to-energy plants and upgrading organic waste treatment (Di Foggia & Beccarello, 2021; Camana et al., 2021). Lombardy, on the other hand, has implemented an effective waste management system with circular economy values like separate waste collection and recycling underpinned by effective policy implementation and strong governance (Agovino et al., 2023; Agovino et al., 2019).

Catalonia has also been at the forefront of waste management with holistic circular economy policies that have minimized landfill and boosted recycling through regulations and economic incentives (Malinauskaite et al., 2017; Chenavaz & Dimitrov, 2024). The Ruhr region in Germany is another such highly advanced waste management system, engaging in waste-to-energy technologies and high recycling rates, supported by robust regulatory frameworks and public–private partnerships (Malinauskaite et al., 2017). Ahmad and Esposito (2024) explore how digitalization can enhance public value creation, suggesting that integrating technology into waste management systems could improve transparency, stakeholder engagement and overall governance efficiency.

Circular economy methods are regarded as a panacea to the inefficiencies of conventional waste management practices, emphasizing waste reduction, recycling, reuse and resource recovery (Mura et al., 2020; Di Foggia & Beccarello, 2021; Chenavaz & Dimitrov, 2024). The case of Lombardy, Catalonia and the Ruhr region is a testament to how circular economy principles in waste management can contribute to more effective and sustainable practices (Malinauskaite et al., 2017; Agovino et al., 2023).

5.1.1. Leadership Training to Restore Public Trust

The research points out a leadership effectiveness gap in handling waste management issues, calling for leadership training initiatives. The programs must address transparency, accountability and the capacity to engage citizens. Through leadership training, public leaders can restore trust and facilitate more active citizen participation in waste management, leading to long-term success.

5.1.2. Building Platforms for Civic Engagement

This research uncovers potential in communities to be actively engaged in waste management. The creation of organized forums for civic participation, like community councils and internet forums, can enable citizens to participate in policy formulation and decision-making. This collective effort ensures that waste management policies are a true representation of community needs and fosters a collective sense of responsibility.

5.1.3. Reducing the Role of Organized Crime

Organized crime has posed a major challenge to proper waste management in Campania. To counter this, the research recommends the strengthening of legal structures, improved supervision and the encouragement of public–private alliances to drive out criminal penetration. Greater transparency, autonomous audits and citizen awareness can counteract illegal practices and lead to a more effective and reliable waste management system.

5.2. Limitations and Directions for Future Research

Although this research is rich in its findings about the Campania waste management dynamics, it is not without some limitations. Firstly, since it is based on qualitative data, namely interviews, the conclusions might not be completely generalizable to other contexts or populations. Secondly, given that the study is conducted within a single region, the analysis scope is somewhat narrowed down since waste management problems and leadership issues could be substantially different across other geographic locations.

Future studies might overcome these limitations by piloting the suggested solutions in reality, assessing their performance through pilot schemes or case studies elsewhere. Further, research could examine comparable waste management concerns elsewhere in Italy or abroad, comparing various leadership styles, stakeholder consultation and public confidence in waste management policy. Such studies would advance general knowledge on the best practices to overcoming environmental sustainability dilemmas across a variety of settings.

6. Conclusions

In conclusion, this study underscores the need for collaborative governance in the management of Campania region’s waste management problems. Through inclusive decision-making, trust-building among citizens and highlighting the transformational nature of leadership, this study indicates how these aspects are central to bringing about social change and ensuring community resilience. Grasping social dynamics of the government, and the value placed on transformational leadership, are imperative for establishing change within local and cultural regions. Leadership practices that counter social injustices as well as work toward environmental preservation must be delved into for future research opportunities, providing possibilities for innovative interventions to improve both waste management systems and social connections.

Effective leadership and public trust are essential for the effectiveness of waste management policies. So, bureaucratic procedure must be streamlined and there should be accountability measures for the leaders.

Stakeholder engagement is crucial, so collaborative meeting and platforms should be focused by government to enhance the engagement of stakeholders.

Organized crime and public mistrust on government hinder policy implementation and collaboration, such as institute transparency measures, community outreach schemes and autonomous monitoring mechanisms. Enhance law enforcement coordination, fortify anti-corruption measures and institute more stringent waste disposal laws.

Policies of circular economy enhance efficiency in waste management. So, enlarge waste-to-energy operations, enhance waste sorting facilities and offer monetary incentives for recycling.

This study adds to the theoretical wisdom regarding collaborative management and transformational leadership, especially in addressing intricate societal problems such as waste management. It emphasizes accountability, openness and participation in the development of society’s trust and legitimacy in the eyes of the law. This theoretical addition helps researchers to comprehend how the public value is developed and extended through the context of environmental management. Although the research marks governance challenges, one of the important ones is determining why some interventions are effective while others are not. There are factors like uneven policy implementation, limited funds and low citizen participation that lead to governance failures. So, improving these situations calls for a multi-level governance framework that enhances transparency and responsibility.

In reality, the research provides policymaker guidelines that emphasize the importance of collaborative governance and transformational leadership. Waste management can be improved by adopting policies that facilitate stakeholder participation and leadership competencies. Building trust and encouraging innovation requires training programs that develop transformational leadership competencies in community leaders. Practical measures that provide platforms for participation and community contribution can also increase popular support. In order to tackle corruption and criminal activities, better enforcement of norms and greater coordination with concerned institutions are required. Yet, implementing such governance changes will be subjected to obstacles of bureaucratic inefficacy, shortage of political goodwill and push back from well-entrenched interests. Bending them aside needs hardheaded political dedication, public publicity campaign as well as motivations toward stakeholder co-operation. As discussed in the section of potential implications, leadership training, providing a platform for public engagement and mitigating organized crime will help to resolve the issue of waste management effectively. Future studies may examine the effect of long-term leadership approaches on waste management governance success. Moreover, the findings of this study on collaborative governance may be transferred to other environmental and social issues, including water resource governance and climate change adaptation policy. Participatory governance and transformational leadership provide a potential route to sustainable waste management options. These can enable local communities and leaders to effectively manage waste management issues, with possible universal application for other areas with similar problems.