Abstract
There has been an increasing momentum in public sector reform in the UK since 1997 as part of the wider modernising government agenda (HMSO 1999). This chapter explores the impact of these reforms on public leaders and how the reforms embrace the traditional notion of new public management (NPM). One of the aims of the challenge is to identify what public leadership means, whether the term can be applied consistently across the public sector and whether public leadership can be evaluated.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
References
Agranoff, R. and McGuire, M. (2003) Collaborative Public Management. Washington DC: Georgetown University Press.
Ansari, W., Phillips, C. and Hammick, M. (2001) ‘Collaboration and Partnerships: Developing the Evidence Base’, Health and Social Care in the Community, 9(4): 215–227, Blackwell Science Ltd.
Benington, J. and Moore, M. (2010 forthcoming)‘Public Volume in Changing Times’, in Benington, J. and Moore, M. (eds) Public Volume Theory and Practice. Basingstoke: Palgrave Macmillan.
Bennett, N., Wise, C., Woods, P. and Harvey, J. (2003) Distributed Leadership: Summary Report, NCSL, Spring.
Brookes, S. (2006a) ‘Local Authorities, Crime Reduction and the Law’, in Moss, K. and Stephens, M. (eds) Crime Reduction and the Law. London: Routledge.
Brookes, S. (2007), ‘Bridging the Gap between Theoretical and Practical Approaches to Leadership: Collective Leadership in Support of Networked Governance and the Creation Of Public Value’, paper presented at the 6th International Studying Leadership Conference, Warwick 2007.
Bryman, A. (2004) ‘Qualitative Research on Leadership: A Critical but Appreciative Review’, The Leadership Quarterly, 15: 729–769.
Cabinet Office (2006) Capability Reviews: The Findings of the First Four Reviews. HMSO.
Charlesworth, K., Cook, P. and Crozier, G. (2005) Leading Change in the Public Sector: Making the Difference, Chartered Management Institute, June 2005.
Chesterton, D. (2002) Local Authority? How to Develop Leadership for Better Public Services. London: DEMOS.
Christensen, T. and Laegreid, P. (2007) ‘NPM and Beyond–Leadership, Culture and Demography’, paper presented to the Third Transatlantic Dialogue, ‘Lead?ing the Future of the Public Sector’, University of Delaware, USA. May 31 to June 2.
Clarke, M. and Stewart, J. (1999) Community Governance, Community Leadership and the New Local Government. Joseph Rowntree Foundation.
Coleman, A (2007) ‘The Importance of Trust in the Leadership of Inter-Agency Collaborations in Schools’, paper presented at the 6th International Studying Leadership Conference, Warwick.
Collins, J. (2001) Good to Great: Why Some Companies Make the Leap… and Others Don’t. New York: HarperCollins.
Conger, J.A. (1989) The Charismatic Leader: Behind the Mystique of Exceptional Leadership. San Francisco, CA: Jossey-Bass.
Conger, J.A. (2004) ‘Developing Leadership Capability: What’s Inside the Black Box?’, Academy ofManagement Executive, 18(3): 136–139.
Considine, M. (2002) ‘The End of the Line? Accountable Governance in the Age of Networks, Partnerships, and Joined-Up Services’, Governance: An International Journal ofPolicy, Administration, and Institutions, 15(1), January.
Currall, S.C. and Judge, T.A. (1995) ‘Measuring Trust between Organisational Boundary Role Persons’, Organisational Behaviour and Human Decision Processes, 64(2), November, pp. 151–170.
DCLG (2006) Strong and Prosperous Communities: The Local Government White Chapter. Presented to Parliament, October.
Dahl, R. and Lindblom, C.E. (1953) Politics, Economics and Welfare. Chicago: University of Chicago Press.
Denis Jean-Louis, Lamoth, L. and Langley, L.A. (2001) ‘The Dynamics of Collective Leadership and Strategic Change in Pluralistic Organizations’, Academy of Management Journal, 44(4): 809–837.
Denison, D.R. (1990) Corporate Culture and Organisational Effectiveness. New York: John Wiley.
DOH (2004) Choosing Health: Making Healthy Choices Easier. November.
Doyle, M.E. and Smith, M.K. (2001) ‘Shared Leadership’, The Encyclopedia of Informal Education, http://www.infed.org/leadership/shared_leadership.htm, accessed 23 August 2005.
Dunleavy, P., Margetts, H., Bastow, S. and Tinkler, J. (2006) ‘New Public Management is Dead–Long Live Digital-Era Governance’, Journal of Public Administration Research and Theory, 16: 467–494.
Ferlie, E., Ashburner, L., Fitzgerald, L. and Pettigrew, A. (1996) The New Public Management in Action. Oxford: Oxford University Press.
Goode and Brookes (2006) ‘Managing Offenders and Reducing Crime’, in Moss, K. and Stephens, M. (eds) Crime Reduction and the Law. London: Routledge.
Grint, K. (2000) The Arts of Leadership. Oxford: Oxford University Press.
Grint, K. (2005a) ‘Leadership: Limits and Possibilities’, Management, Work and Organisations. Palgrave Macmillan.
Grint, K. (2005b) Leadership Ltd: White Elephant to Wheelwright. London, Ontario: Ivey Publishing Journal Online, January/February.
Grint, K. (2005c) ‘Public Opinion: Keith Grint’, The Times Newschapter, March 8th.
Grint, K. (2005d) ‘Problems, Problems, Problems. The Social Construction of “Leader-ship”’, Human Relations, 58(11): 1467.
Hartley, J. and Pindu, K. (2001) ‘Coaching Political Leaders’, in Passmore, J. (ed.) Leadership Coaching. London: Kogan Page.
Hartley, J. and Tilley, N. (2007) ‘Evaluating Public Leadership’, presentation at the 4th ESRC Seminar in the Series ‘The Public Leadership Challenge’ at the 6th International Studying Leadership Conference, Warwick Business School, December.
Hill, M. (2005) The Public Policy Process, 4th edition. Harlow: Pearson Education Limited.
Home Office (2004) Building Communities, Beating Crime: A Better Police Service for the 21st Century. November.
Home Office (2006) National Policing Plan for 2006–2009. HMSO.
Home Office (2008) From the Neighbourhood to the National: Policing Our Communities Together. Green Paper published July 2008.
HMSO (1999) Modernising Government. London: HMSO.
HMSO (2007) Local Government and Public Involvement in Health Act, 2007 Chapter 28.
Hood, C. (1995) ‘The “New Public Management” in the 1980’s: Variations on a Theme’, Accounting, Organisations and Society, 20(2/3): 93–109.
Kelly, G., Mulgan, G. and Muers, S. (2002) Creating Public Value: An Analytical Framework for Public Service Reform. London: Cabinet Office, accessed March 2005 on www.strategy.gov.uk.
Kotter, J.P. (1999) John P. Kotter on What Leaders Really Do. Boston, MA: Harvard Business School Press.
Kotter, J.P. (2003) ‘The Power of Feelings’, Leader to Leader, 27 (Winter 2003): 25–31.
Leach, S., Hartley, J.F., Lowndes, V., Wilson, D. and Downe, J. (2005) Local Political Leadership in the UK. Joseph Rowntree Foundation.
Moore, M. (1995) Creating Public Value: Strategic Management in Government. Cambridge, MA: Harvard University Press.
Morell, K. and Hartley, J. (2006) ‘A Model of Political Leadership’, Human Relations, 59: 483–504.
ODPM (2004) The Future of Local Government: A Ten Year Vision. London: Office of the Deputy Prime Minister.
Ogbonna, E. and Harris, L.C. (2000) ‘Leadership Style, Organisational Culture and Performance: Empirical Evidence from UK Companies’, International Journal of Human Resource Management, 11(4): 766–788.
Ospina, S. and Folde, E. (2005) ‘Towards a Framework of Social Change Leadership’, paper presented at the Annual Meeting of the Public Management Research Association, September 2005, Los Angeles.
Pearce, C.L. and Conger, J.A. (2003) Shared Leadership: Reframing the Hows and Whys ofLeadership. Thousand Oaks, CA: Sage Publications.
Pastor, J.C. (1998) The Social Construction of Leadership: A Semantic and Social Network Analysis of Social Representations of Leadership. Ann Arbor, MI: UMI.
Pawson, R. and Tilley, N. (1997) Realistic Evaluation. London: Sage Publications.
Pollitt, C. (1990) The New Managerialism and the Public Services: The Anglo American Experience. Oxford: Basil Blackwell.
Putnam, R. (2000) Bowling Alone: The Collapse and Revival of American Community. New York: Simon and Schuster.
Putnam, R. (2003) Better Together. New York: Simon and Schuster.
Putnam, R. (2005) Social Capital: What Is It?. Accessed 10–1–06.
Rusch, E.A., Gosetti, P.P. and Mohoric, M. (1991) ‘The Social Construction of Leadership: Theory to Praxis’, chapter presented at the 17th Annual Conference on Research on Women and Education, November 1991. San Jose, CA.
Sako, M. (1998) ‘Does Trust Improve Business Performance?’, in Lane, C. and Bachmann, R. (eds), Trust Within and Between Organisations. Oxford: Oxford University Press, pp. 88–117.
Smeltzer, L.R. (1997) ‘The Meaning and Origin of Trust in Buyer-Supplier Relationships’, The Journal of Supply Chain Management, 33(1): 40–48.
Stogdill, R. (1974) Handbook of Leadership: A Survey of the Literature. New York: The Free Press.
Stoker, G. (2006) ‘Public Value Management: A New Narrative for Networked Governance?’, American Review of Public Administration, 36(1). Sage Publications.
Talbot (2007) Democracy, ‘Bureaucracy and the Domains of Public Value Leadership’, presentation at the 4 th ESRC Seminar in the Series ‘The Public Leadership Challenge’ at the 6 th International Studying Leadership Conference. Warwick Business School, December.
Vangen, S. and Huxham, C. (2003) ‘Enacting Leadership for Collaborative Advantage: Dilemmas of Ideology and Pragmatism in the Activities of Partnership Managers’, British Journal of Management, 14: S61–S76.
Editor information
Editors and Affiliations
Copyright information
© 2010 Stephen Brookes and Keith Grint
About this chapter
Cite this chapter
Brookes, S., Grint, K. (2010). A New Public Leadership Challenge?. In: Brookes, S., Grint, K. (eds) The New Public Leadership Challenge. Palgrave Macmillan, London. https://doi.org/10.1057/9780230277953_1
Download citation
DOI: https://doi.org/10.1057/9780230277953_1
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-30912-2
Online ISBN: 978-0-230-27795-3
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)