The New Public Leadership Challenge by Brookes, Stephen -- Read -- Imperial Library of Trantor

Index

The New Public Leadership Challenge The New Public Leadership Challenge

Contents List of Tables and Figures List of Abbreviations Notes on Contributors Acknowledgements 1 A New Public Leadership Challenge?

Introduction New public leadership in context Leadership context Why ‘new’ public leadership? Difference between NPM and NPL Role of leadership Network management Public value as the outcome of effective public leadership Developing a new public leadership framework A form of collective leadership Context is critical The type and scale of the problem Collaborative advantage Performance and public value Reflecting trust Defining new public leadership A final word on public leadership References

Part I Public Sector Reform and the Impact on Leadership 2 Central Government Reform and Leadership

Introduction Departmental capability reviews: Leadership Towards a model of public leadership The counsellor The chief executive The collaborator The conservator Role conflicts References

3 Healthcare Reform and Leadership

Introduction Context: A brief history of leadership in the NHS The clinical dimension: Clinicians as leaders Senior leaders: The roles of chief executives Going by the board: NHS governance and leadership Leadership development and training in the NHS Conclusions References

4 Education Reform and School Leadership

Introduction New Labour’s eve New Labour’s decade Researching headteachers Talking heads Educational agenda setters Ambivalent implementers Reform agenda deliverers Conclusion Acknowledgements References

5 Policing, New Public Management and Legitimacy1

Introduction Legitimacy and criminal justice New public management in Britain NPM and policing in Britain Trends in crime and public perceptions The ‘reassurance gap’ The unintended effects of NPM target-setting A changing tide: Reassurance policing and neighbourhood policing The retreat from NPM in policing Conclusions A new approach to performance management? Notes References

6 Local Government Reform and Political Leadership

Introduction The historical context The salience of party politics The crisis of the 1980s The return to local governance The debate about local political leadership The introduction of mayors into English local government The spread of cabinet government and the potential for organisational change The variation in the leadership role Conclusion References

7 Guns or Gantt Charts? – The Leadership Challenge for UK Defence

Introduction New Public Management – A review Key writings on NPM UK MOD – A contextual overview NPM and defence Analysis of the impact of NPM on MOD Principal-Agent theory Managerialism Conclusions Note References Internet

Part II Essential Features of Public Leadership 8 What Do We Expect of Public Leaders?1

Introduction Raising the game of public leadership What kind of leaders do public institutions need? The importance of leadership for successful organisations What leadership is (not) and from where does it (or could it) emerge? How to develop those who lead within public institutions Levels of leadership and degrees of difficulty How do we develop these skills within the public sector? What type of leader do we want? How public leaders can work better together in a complex world Leading a winning team through a collective vision The genetics of public leaders: A case study from the civil service Embedding public leadership Sustaining our leaders Personal reflection on the role of public leadership Note References

9 Political Leadership

Political leadership in democratic systems Political leadership The academic literature on political leadership What is formal political leadership? Contexts, challenges and capabilities of political leadership The contexts of political leadership The challenges of political leadership Capabilities of political leadership Conclusions References

10 Telling the Story of Place: The Role of Community Leadership

Introduction The case for collaboration at the local level Understanding community leadership What is community leadership? Networked governance The value of partnerships Leading places: Local area agreements The context and purpose of local area agreements Telling the story of ‘place’ – But is it democratic? Leading places: LAA research in the North West Outline of the research Peer review Field research Critical success factor analysis A collective leadership analysis Awareness Focus and prioritisation Working together Clarity of roles Building leadership capacity Towards a collective leadership approach? Notes References

11 Wicked Problems and Clumsy Solutions: The Role of Leadership

The problem of problems: Tame, wicked & critical Culture, elegance and clumsiness Why elegant approaches don’t solve wicked problems but clumsy solutions might Hierarchists Individualist Egalitarians Conclusion References

12 Knowledge and Capabilities for Leadership Across the Whole Public Service System

Introduction The need for new paradigms and practices Leadership across complex polycentric networks Dimensions of whole systems working Leadership development programmes need to join up to address whole system challenges Leadership development programmes need to translate individual learning into organisational and inter-organisational action and improvement Taking the plunge: Deep immersion for top civil servants Conclusion Note References

13 The Challenge of Change for Public Sector Leaders

Introduction The ‘need for leaders’ in a complex and challenging public sector The public management index Findings from the public management index Change in the public sector Management and leadership Changing roles Leadership and career development Conclusion Acknowledgments Notes References

Part III Public Leadership in Action? 14 Testing Adaptive Leadership Theory in Practice: The Policing of the Drumcree Demonstrations in Northern Ireland

Introduction Heifetz’s framework for adaptive leadership The adaptive leadership framework Testing the adaptive leadership framework in policing Drumcree Conclusions References

15 Leadership of Change Narratives: An Alternative Voice

Introduction Dominant theories of reform Narrative understanding of reform Resistance to reform? Stories of reform 1. Subversive 2. ‘Cuckoo’ reform 3. ‘I shred it’ 4. My staff need me Conclusion Implications Notes References

16 Section 17 Crime and Disorder Act 1998: A Missed Opportunity for Public Leadership?

Law, leadership and local action Public leadership and crime reduction Responsibility and leadership Missed opportunities for leadership Leading from the top: Do as I say, not as I do Supporting the principle of collective leadership Collective crime reductive efforts References

17 Partnerships: Rhetoric or Reality?

Introduction Recent developments in partnership working Evidence of progress? The unique qualities of partnerships Typical problems facing partnerships Absence of shared goals The wrong people – or the wrong structure Governance and accountability Management and agency Cultural differences and ‘defensive behaviours’ Central-local relationships Leadership in partnerships Focus on purpose Getting the best out of multi-agency working Building relationships with others Managing self The way forward: Developing a leadership system References

Part IV Outlining a Public Leadership Approach 18 The Challenge for Public Leadership Arising from Mixed Modes of Governance

Introduction The issues Conceptualisations of leadership and governance regimes Changing contexts of public service delivery The interface between public and private organisations and public-private partnerships The reality of public service delivery chains Public leaders’ challenges and dilemmas Leaders’ perception and construction of their roles Bridging value systems Developing the network organisational capabilities: Innovation and learning Conclusions and further research References

19 The Challenge of Leadership for the Third Sector

Introduction Leadership in the third sector The founder element in leadership Size and diversity matters? Leader or leadership? Contracting and public service delivery: The changing environment The voluntary sector compact The issues associated with public service delivery by social enterprise and third sector organisations Independence The charity commission – A key player The provision of service: Quality and the user experience Does public sector contracting matter if the third sector and public sector share their values? So third sector values – Do they differ? The relationship with the public sector – Separation The relationship – The third sector takes the lead The attraction of full cost recovery Conclusion Notes References

20 Can Public Leadership be Evaluated?

Introduction Realist evaluation Applying realist evaluation to public leadership Conclusion Acknowledgement References

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

Reform – NPM as the nemesis of leadership? Realisation: NPL as the phoenix – Rising from the ashes of NPM? Purpose Process Praxis Public value Restoration: Public leadership and innovation A time to think differently about public leadership NPL versus NPM Conclusion Note References

Index

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