Advertisement

Epilogue Reform, Realisation and Restoration: Public Leadership and Innovation in Government

  • Stephen Brookes

Abstract

Chapter 1 suggests that understanding context is critical for public leadership. The more recent context is characterised by reform that is focused on ‘delivery’ (HMSO 1999) with an unprecedented obsession with measurement. The context of public services is also one of crisis, a lowering of trust and confidence and a growing acceptance of the need for collectivity (as opposed to collectivism — the former representing a quality or condition rather than the latter which denotes a movement (Allen 2004)). The overall outcome of good public leadership should be the creation and demonstration of public value and not the single minded pursuit of easily measurable but relatively meaningless targets.

Keywords

Transformative Leadership Public Management Oxford English Dictionary Network Governance Virtuous Circle 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Allen, R. (2004) ‘-ism and -ity’, Pocket Fowler’s Modern English Usage (2004). HighBeam Research. <http://www.highbeam.com>, accessed 7 Jun 2009.Google Scholar
  2. Agranoff, R. (1986) Intergovernmental Management: Human Services Problem-Solving in Six Metropolitan Areas. NY: SUNY Press.Google Scholar
  3. Agranoff, R. (1990) ‘Frameworks of Comparative Analysis’, in Lynn, N. and Wildavsky, A. (eds), Public Administration: The State of the Discipline, 23–4. Chatham NJ: Chatham House.Google Scholar
  4. Agranoff, R. and McGuire, M. (2003) Collaborative Public Management. Washington DC: Georgetown University Press.Google Scholar
  5. Benington, J. and Moore, J. (in press) Public Value: Theory and Practice. Basingstoke: Palgrave Macmillan.Google Scholar
  6. Conlon, T.J. and Posner, P.L. (2007) ‘Intergovernmental Management and the Chal-lenges Ahead’, in Conlon, T.J. and Posner, P.L. (eds), Intergovernmental Management for the 21st Century. Washington DC: Brookings Institution Press.Google Scholar
  7. Dunleavy, P., Margetts, H., Bastow, S. and Tinkler, J. (2005) ‘New Public Management is Dead, Long Live Digital Era Governance’, Journal of Public Administration Research and Theory (2006), 16(3): 467–494.CrossRefGoogle Scholar
  8. Drucker, P. (1966) The Effective Executive. New York: Harper and Row.Google Scholar
  9. Drucker, P.F. (1975) Management: Tasks, Responsibilities, Practices. London: Heinemann.Google Scholar
  10. Drucker, P. and Zahra, S.A. (2003) ‘An Interview with Peter Drucker’, The Academy of Management Executive (1993), Vol. 17, No. 3 (Aug. 2003). Briarcliff Manor, NY: Academy of Management.Google Scholar
  11. Evans, M. (2009) ‘Gordon Brown and Public Management Reform — A Project in Search of a Big Idea?’, Policy Studies, Vol. 30, No. 1, 33–51. February.CrossRefGoogle Scholar
  12. Farnham, D. and Horton, S. (1996) Public Management in Britain. New York: Palgrave.Google Scholar
  13. Handy, C. (1985) Understanding Organisations. London: Penguin Books Ltd.Google Scholar
  14. Heifetz, R. (1994) Leadership Without Easy Answers. Cambridge, MA: Belknapp Press.Google Scholar
  15. Heifetz, R. and Laurie, D. (1997), D. (1997) ‘The Work of Leadership’, Harvard Business Review, January to February 1997.Google Scholar
  16. HMSO (1999) Modernising Government. London: HMSO.Google Scholar
  17. Kelly, G., Mulgan, G. and Stephen, M. (2002) Creating Public Value: An Analytical Framework for Public Service Reform. London: Cabinet Office, accessed March 2005 on www.strategy.gov.uk.Google Scholar
  18. Kickert, W. (2001) ‘Public Governance in the Netherlands: An Alternative to Anglo-American “Managerialism” 184: 207’, in Osborne, S., Public Management: Critical Perspectives. London: Taylor and Francis.Google Scholar
  19. Moore, M. (1995) Creating Public Value: Strategic Management in Government. Cambridge, MA: Harvard University Press.Google Scholar
  20. Osborne, S.P. and McLaughlin, K. (2008) ‘The Study of Public Management in Great Britain: Public Service Delivery and Its Management’, in Kickert, W.J.M., The Study of Public Management in Europe and the US: A Comparative Analysis of National Distinctiveness. London: Routledge.Google Scholar
  21. Oxford English Dictionary (2009) Oxford English Dictionary Online available at http://oed.com accessed 29 May 2009.Google Scholar
  22. Pawson, R. and Tilley, N. (1997) Realistic Evaluation. London: Sage Publications.Google Scholar
  23. Pollitt, C. and Bouckaert, G. (2004) Public Management Reform — A Comparative Analysis. Oxford: Oxford University Press.Google Scholar
  24. Rhodes, R.A.W. (2001) ‘The New Governance: Governing Without Government, 208–227’, in Osborne, S., Public Management: Critical Perspectives. London: Taylor and Francis.Google Scholar
  25. Senge, P. (2006) The Fifth Discipline: The Art and Practice of the Learning Organisation. Auckland, NZ: Random House Business Books.Google Scholar
  26. Stephenson, K. (2008) ‘Rethinking Governance: Conceptualizing Networks and Their Implications for New Mechanisms of Governance Based on Reciprocity’, in Williamson (ed.), The Handbook of Knowledge-based Policing: Current Conceptions and Future Directions. Chichester: John Wiley & Sons Ltd.Google Scholar
  27. Stoker, G. (2006) ‘Public Value Management: A New Narrative for Networked Governance?’, American Review of Public Administration, 3691), Sage Publications.Google Scholar
  28. Young, A. (2000) ‘I’m Just Me’, Journal of Organizational Change Management, Vol. 13, No. 4, pp. 375–388.CrossRefGoogle Scholar
  29. Yukl, G. (1989) Leadership in Organisations. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar

Copyright information

© Stephen Brookes 2010

Authors and Affiliations

  • Stephen Brookes

There are no affiliations available

Personalised recommendations