Skip to main content
SpringerLink
Log in
SpringerLink
Log in

Public Value Leadership in the Context of Outcomes, Impact and Reform

  • Chapter
  • First Online:
Public Value Management, Governance and Reform in Britain

Part of the book series: International Series on Public Policy ((ISPP))

  • 591 Accesses

Abstract

The chapter considers leadership in public value settings. It examines public leadership practice in and for the creation of public value through exploring drivers and barriers in leadership action. Public value leadership is viewed through the competing lenses of leadership and public administration and set in context in relation to studies of health and social care integration and service co-production. It is argued that public value leaders operate within a complex environment where there is a need to manage the service expectations of actors and stakeholder relationships within and between various organisations, sectors and publics. The chapter concludes through forwarding hallmarks of public value leadership as a route-map for leadership development that may enhance the sustainability of leadership itself and, through such impact, the outcomes of public value service provision.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 89.00
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 119.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 119.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  • Atherton, I. M., Lynch, E., Williams, A. J., & Witham, M. D. (2015). Barriers and Solutions to Linking and Using Health and Social Care Data in Scotland. British Journal of Social Work, 45, 1614–1622.

    Article  Google Scholar 

  • Avery, G. C., & Bergsteiner, H. (2011). Sustainable Leadership Practices for Enhancing Business Resilience and Performance. Strategy & Leadership, 39(3), 5–15.

    Article  Google Scholar 

  • Ayres, S. (2019). How Can Network Leaders Promote Public Value through Soft Metagovernance? Public Administration, 97, 279–295.

    Article  Google Scholar 

  • Barber, M. (2017). Delivering Better Outcomes for Citizens: Practical Steps for Unlocking Public Value. London: HM Treasury.

    Google Scholar 

  • Benington, B. (2009). Creating the Public in Order to Create Public Value? International Journal of Public Administration, 32(3–4), 232–249.

    Article  Google Scholar 

  • Beswick, E. (2014). What are the Leadership Lessons from the Integration of Health and Social Care in the Scottish Highlands? International Journal of Integrated Care, 14(6). https://doi.org/10.5334/ijic.1624.

  • Blaug, R., Horner, L., & Lekhi, R. (2006). Public Value, Politics and Public Management: A Literature Review. London: The Work Foundation.

    Google Scholar 

  • Brown, P. R., & Head, B. W. (2019). Navigating Tensions in Co-Production: A Missing Link in Leadership for Public Value. Public Administration, 97, 250–263.

    Article  Google Scholar 

  • Bryson, J., Sancino, A., Benington, J., & Sørensen, E. (2017). Towards a Multi-Actor Theory of Public Value Co-Creation. Public Management Review, 19(5), 640–654.

    Article  Google Scholar 

  • Buchanan, W., Thuemmler, C., Spyra, G., Smales, A., & Prajapati, B. (2017). Towards Trust and Governance in Integrated Health and Social Care Platforms. In C. Thuemmler & C. Bai (Eds.), Health 4.0: How Virtualization and Big Data are Revolutionizing Healthcare (pp. 219–231). Switzerland: Springer International Publishing.

    Chapter  Google Scholar 

  • Cameron, A., Lart, R., Bostock, L., & Coomber, C. (2013). Factors that Promote and Hinder Joint and Integrated Working between Health and Social Care Services: A Review of Research Literature. Health & Social Care in the Community, 22(3), 287–295.

    Google Scholar 

  • Capitman, J. (2003). Effective Coordination of Medical and Supportive Services. Journal of Aging and Health, 15(1), 124–164.

    Article  Google Scholar 

  • Carnochan, S. & Austin. M. J. (2002). Implementing Welfare Reform and Guiding Organizational Change. Administration in Social Work, 26(1), 61–77.

    Google Scholar 

  • Casserley, T., & Critchley, B. (2010). A New Paradigm of Leadership Development. Industrial and Commercial Training, 42(6), 116–126.

    Article  Google Scholar 

  • Chiapello, E., & Fairclough, N. (2002). Understanding the New Management Ideology: A Transdisciplinary Contribution from Critical Discourse Analysis and New Sociology of Capitalism. Discourse & Society, 13(2), 185–208.

    Article  Google Scholar 

  • Cohen, J., & Arato, A. (1992). Civil Society and Political Theory. Cambridge, MA: MIT Press.

    Google Scholar 

  • Comptroller and Auditor General. (2017). Health and Social Care Integration. Session 2016–17, HC1001, National Audit Office.

    Google Scholar 

  • Currie, G., Humphreys, M., Ucbasarfan, D., & McManus, S. (2008). Entrepreneurial Leadership in the English Public Sector: Paradox or Possibility? Public Administration, 86, 987–1008.

    Article  Google Scholar 

  • Denis, J.-L., Langley, A., & Rouleau, L. (2007). Rethinking Leadership in Public Organizations. In E. Ferlie, L. E. Lynn Jr., & C. Pollitt (Eds.), The Oxford Handbook of Public Management (pp. 446–467). New York: Oxford University Press.

    Google Scholar 

  • Dunleavy, P. (1995). Policy Disasters: Explaining the UK’s Record. Public Policy and Administration, 10(2), 52–70.

    Article  Google Scholar 

  • Edwards, N. (2013). Implementation of the Health and Social Care Act. British Medical Journal, 346, 2090.

    Article  Google Scholar 

  • Elcock, H. (2000). Management is Not Enough: We Need Leadership! Public Policy and Administration, 15(1), 15–28.

    Article  Google Scholar 

  • Elcock, H. (2001). Political Leadership. Cheltenham: Edward Elgar.

    Book  Google Scholar 

  • Elcock, H., & Fenwick, J. (2012). The Political Leadership Matrix: A Tool for Analysis. Public Money & Management, 32(2), 87–94.

    Article  Google Scholar 

  • Fenwick, J., & McMillan, J. (2010). Public Management in the Postmodern Era: An Introduction. In J. Fenwick & J. McMillan (Eds.), Public Management in the Postmodern Era: Challenges and Prospects (pp. 3–11). Cheltenham: Edward Elgar.

    Chapter  Google Scholar 

  • Fenwick, J., & McMillan, J. (2013). Management Development and Co-Production: Myths and Realities. Journal of Management Development, 32(9), 971–983.

    Article  Google Scholar 

  • Filipe, A., Renedo, A., & Marston, C. (2017). The Co-Production of What? Knowledge, Values, and Social Relations in Health Care. PLoS Biology, 15(5), e2001403.

    Article  Google Scholar 

  • Gerard, L., McMillan, J., & D’Annunzio-Green, N. (2017). Conceptualising Sustainable Leadership. Industrial and Commercial Training, 49(3), 116–126.

    Article  Google Scholar 

  • Goleman, D. (1998). Working with Emotional Intelligence. New York: Bantam.

    Google Scholar 

  • Hartley, J., Alford, J., Hughes, O., & Yates, S. (2015). Public Value and Political Astuteness in the Work of Public Managers: The Art of the Possible. Public Administration, 93, 195–211.

    Article  Google Scholar 

  • Hartley, J., Alford, J., Knies, E., & Douglas, S. (2017). Towards an Empirical Research Agenda for Public Value Theory. Public Management Review, 19, 670–685.

    Article  Google Scholar 

  • Hartley, J., Parker, S., & Beashel, J. (2019). Leading and Recognizing Public Value. Public Administration, 97, 264–278.

    Article  Google Scholar 

  • Hutchison, K. F. (2015). An Exploration of the Integration of Health and Social Care within Scotland Senior Stakeholders’ Views of the Key Enablers and Barriers. Journal of Integrated Care, 23(3), 129–142.

    Article  Google Scholar 

  • Jordan, E. (2019). The Wigan Deal. The Future of Government Series, Centre for Public Impact.

    Google Scholar 

  • Klinga, C., Hansson, J., Hasson, H., & Sachs, M. (2016). Co-Leadership—A Management Solution for Integrated Health and Social Care. International Journal of Integrated Care, 16(2), 1–9.

    Google Scholar 

  • Lindgreen, A., Koenig-Lewis, N., Kitchener, M., Brewer, J. D., Moore, M. H., & Meynhardt, T. (Eds.). (2019). Public Value. London: Routledge.

    Google Scholar 

  • Ling, T., Brereton, L., Conklin, A., Newbould, J., & Roland, M. (2012). Barriers and Facilitators to Integrating Care: Experiences from the English Integrated Care Pilots. International Journal of Integrated Care, 12(3), 1–12.

    Google Scholar 

  • Lüdeke-Freund, F. (2010). Towards a Conceptual Framework of ‘Business Models for Sustainability’. In J. Wever, A. Quist, J. Tukker, F. Woudstra, N. Boons, & N. Beute (Eds.), Knowledge, Collaboration and Learning for Sustainable Innovation. Delft.

    Google Scholar 

  • Lyngso, A. M., Skavlan, N., Host, D., & Frolich, A. (2014). Instruments to Assess Integrated Care: A Systematic Review. International Journal of Integrated Care, 14(9), e027.

    Article  Google Scholar 

  • Mazzucatto, M. (2018). The Value of Everything. London: Penguin.

    Google Scholar 

  • Moore, M. H. (1995). Creating Public Value. Cambridge, MA: Harvard University Press.

    Google Scholar 

  • Morse, R. (2010). Integrative Public Leadership: Catalyzing Collaboration to Create Public Value. The Leadership Quarterly, 21, 231–245.

    Article  Google Scholar 

  • Northouse, P. (2013). Leadership: Theory and Practice (6th ed.). Thousand Oaks: Sage.

    Google Scholar 

  • Osborne, S. P., Radnor, Z., & Strokosch, K. (2016). Co-Production and the Co-Creation of Value in Public Services: A Suitable Case for Treatment? Public Management Review, 18(5), 639–653.

    Article  Google Scholar 

  • Peck, E., Towell, D., & Gulliver, P. (2001). The Meanings of Culture in Health and Social Care: A Case Study of the Combined Trust in Somerset. Journal of Interprofessional Care, 15(4), 319–327.

    Article  Google Scholar 

  • Porter, M. E., & Kramer, M. R. (2011). Creating Shared Value. Harvard Business Review, 1, 62–77.

    Google Scholar 

  • Rhodes, R. A. W. (1991). Theory and Methods in British Public Administration: The View from Political Science. Political Studies, 39(3), 533–554.

    Article  Google Scholar 

  • Rhodes, R. A. W. (1996). The New Governance: Governing without Government. Political Studies, 44(4), 652–667.

    Article  Google Scholar 

  • Rhodes, R. A. W., & Wanna, J. (2007). The Limits to Public Value, or Rescuing Responsible Government from the Platonic Guardians. Australian Journal of Public Administration, 66, 406–421.

    Article  Google Scholar 

  • Sandfort, J. (1999). The Structural Impediments to Human Service Collaboration: Examining Welfare Reform at the Front Lines. Social Service Review, 73(3), 314–339.

    Article  Google Scholar 

  • Schneider, B., & Barbera, K. M. (Eds.). (2014). Oxford Handbook of Organizational Climate and Culture. New York: Oxford University Press.

    Google Scholar 

  • Scottish Government. (2015). National Health and Wellbeing Outcomes: A Framework for Improving the Planning and Delivery of Integrated Health and Social Care Services. Edinburgh: Scottish Government.

    Google Scholar 

  • Scottish Government. (2016). Health and Social Care Delivery Plan. Edinburgh: Scottish Government.

    Google Scholar 

  • Scragg, T. (2006). An Evaluation of Integrated Team Management. Journal of Integrated Care, 14(3), 39–48.

    Article  Google Scholar 

  • Stewart, A. (2017). Understanding Key Challenges in Health and Social Care Integration in Scotland: Principal Stakeholders’ Perspectives. Edinburgh Napier University.

    Google Scholar 

  • Stoker, G. (2006). Public Value Management: A New Narrative for Networked Governance. The American Review of Public Administration, 36, 41–57.

    Article  Google Scholar 

  • Talbot, C. (2009). Public Value—The Next “Big Thing” in Public Management? International Journal of Public Administration, 32(3–4), 167–170.

    Article  Google Scholar 

  • Vedung, E. (2017). Public Policy and Program Evaluation. Oxford: Routledge.

    Book  Google Scholar 

  • Walshe, K., Lorne, C., Coleman, A., McDonald, R., & Turner, A. (2018). Devolving Health and Social Care: Learning from Greater Manchester. Manchester: The University of Manchester.

    Google Scholar 

  • West, M., Eckert, R., Steward, K., & Pasmore, B. (2014). Developing Collective Leadership for Healthcare. London: The King’s Fund.

    Google Scholar 

  • Williams, P. (2012). The Role of Leadership in Learning and Knowledge for Integration. Journal of Integrated Care, 20(3), 164–174.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Edinburgh Napier University, Edinburgh, UK

    Janice McMillan

Authors
  1. Janice McMillan
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Janice McMillan .

Editor information

Editors and Affiliations

  1. University of the West of Scotland, Paisley, UK

    John Connolly

  2. University of the West of Scotland, Paisley, UK

    Arno van der Zwet

Rights and permissions

Reprints and permissions

Copyright information

© 2021 The Author(s)

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

McMillan, J. (2021). Public Value Leadership in the Context of Outcomes, Impact and Reform. In: Connolly, J., van der Zwet, A. (eds) Public Value Management, Governance and Reform in Britain. International Series on Public Policy . Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-55586-3_7

Download citation

Publish with us

Policies and ethics

Search

Navigation