Skip to main content
SpringerLink
Log in

The United Kingdom

  • Chapter
Leadership and Culture

Part of the book series: Governance and Public Management Series ((GPM))

Abstract

The transformation of British culture over the last century has been slow but constant, so the overall effect has been profound (Inglehart 2008). The notions of how to train senior civil servants and of what the ideal leadership role and style should be have changed, too.

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

Access this chapter

Log in via an institution
eBook
USD 16.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 16.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 54.99
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

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  • Burnham, J., and Horton, S. (2013). Public Management in the United Kingdom. London: Palgrave Macmillan.

    Google Scholar 

  • Cabinet Office (1999a). Modernising Government, Cmnd. 4310. London: Stationery Office.

    Google Scholar 

  • Cabinet Office (1999b). Civil Service Reform: Report to the Prime Minister from Sir Richard Wilson. London: Cabinet Office.

    Google Scholar 

  • Cabinet Office (2011). “Shake-up of Civil Service Training.” Press release, October 13. Cabinet Office.

    Google Scholar 

  • Context (2012). The Context for Civil Service Reform: Data and Case Studies to Accompany the Civil Service Reform Plan. London: HR Government.

    Google Scholar 

  • Civil Service Learning (2012a). Civil Service Learning Guide. June 28, 2012, version 2. London: Civil Service Learning.

    Google Scholar 

  • Civil Service Learning (2012b). Learning and Development in the Civil Service: A New Era Begins. London: Civil Service Learning.

    Google Scholar 

  • Civil Service Learning (2012a). Civil Service Competency Framework. London: Civil Service Learning.

    Google Scholar 

  • Civil Service People Survey (2012). Civil Service People Survey: Summary of Findings 2011. London: Cabinet Office, February.

    Google Scholar 

  • Fulton Report (1968). The Civil Service: Report of the Committee of Enguiry into the Civil Service 1966–68 Cmnd 3638. London: HMSO.

    Google Scholar 

  • Ibbs Report (1987). Improving Management in Government: The Next Steps (Efficienct Unit). London: HMSO.

    Google Scholar 

  • HM Government (2010). The Coalition: Our Programme for Government. London: No.10 Downing Street.

    Google Scholar 

  • HM Government (2012). The Civil Service Reform Plan. London: Cabinet Office.

    Google Scholar 

  • HM Government (2013). Civil Service Reform Plan: One Year On Report. London: Cabinet Office.

    Google Scholar 

  • Horton, S. (1996). “The Civil Service.” In D. Farnham and S. Horton, Managing the New Public Service., Basingstoke: Macmillan.

    Google Scholar 

  • Horton, S. (2000). “Competency Management in the British Civil Service.” International Journal of Public Sector Management 13(4): 354–368.

    Article  Google Scholar 

  • Horton, S. (2009). “Evaluation of Leadership Development and Training in the British Senior Civil Service: The Search for the Holy Grail?” In Public Sector Leadership: International Challenges and Perspectives., ed. J. A. Raffel, P. Leisink, and A. E. Middlebrooks, Northampton, MA: Edgar Elgar Publishing.

    Google Scholar 

  • Inglehart, R. (2008). “Changing Values among Western Publics from 1970 to 2006.” West European Politics 31 (1–2), 130–146.

    Article  Google Scholar 

  • James, O., Moseley, A., Petrovsky, N., and Boyne, G. (2012). “United Kingdom.” In Government Agencies: Practices and Lessons from 30 Countries, ed. K. Verhoest, S. van Thiel, G. Bouckaert, and P. Laegreid. London: Palgrave Macmillan.

    Google Scholar 

  • Ling, T. (2002). “Delivering Joined-Up Government in the UK: Dimensions, Issues and Problems.” Public Administration 80(4): 615–642.

    Article  Google Scholar 

  • National Audit Office (2009). Assessment of the Capability Review Programme (Cabinet Office) London: Stationery Office.

    Google Scholar 

  • Office for National Statistics (2012). QPSES (Quarterly Public Sector Employment Survey). 2012. London: Stationery Office.

    Google Scholar 

  • Peters, T., and Waterman, L. (1982). In Search of Excellence. New York: HarperRow.

    Google Scholar 

  • Pollitt, C., and Op de Beck, L. (2012). Training for Civil Servants: A Comparative Analysis; Report. Leuven: Public Management Institute, Catholic University of Leuven.

    Google Scholar 

  • Pyper, R. (2013). “The UK Coalition and the Civil Service: A Half-Term Report.” Public Policy and Administration 28(4) 364–382.

    Article  Google Scholar 

  • Van Dorpe, K., and Horton, S. (2011). “The Public Service Bargain in the United Kingdom: The Whitehall Model in Decline?” In Public Policy and Administration 26 (April), 233–252.

    Google Scholar 

Interviews

  • Atkinson, Jan, and Fisher, Rochelle. Regarding Civil Service Talent. November 14, 2012.

    Google Scholar 

  • Lusk, Sean. Regarding the National School of Government. November 14, 2012.

    Google Scholar 

  • Arnott, Jerry, and Sullivan, Dawn. Regarding Civil Service Learning. November 16, 2012.

    Google Scholar 

  • Wright, David. Regarding Civil Service Learning. November 16, 2012.

    Google Scholar 

Download references

Authors
  1. Sylvia Horton
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Montgomery Van Wart
    View author publications

    You can also search for this author in PubMed Google Scholar

Editor information

Editors and Affiliations

  1. Department of Public Administration, California State University San Bernardino, USA

    Montgomery Van Wart (Professor) (Professor)

  2. Public Governance Institute, KU Leuven, Belgium

    Annie Hondeghem (Professor) (Professor)

  3. School of Public Leadership, Stellenbosch University, South Africa

    Erwin Schwella (Professor of Public Leadership) (Professor of Public Leadership)

  4. USA

    Paul Suino (Independent scholar) (Independent scholar)

Copyright information

© 2015 Sylvia Horton and Montgomery Van Wart

About this chapter

Cite this chapter

Horton, S., Van Wart, M. (2015). The United Kingdom. In: Van Wart, M., Hondeghem, A., Schwella, E., Suino, P. (eds) Leadership and Culture. Governance and Public Management Series. Palgrave Macmillan, London. https://doi.org/10.1057/9781137454133_3

Download citation

Publish with us

Policies and ethics

Search

Navigation