This edited volume brings together a host of material to analyze the key aspects of leadership in the public sector. With contributions from leading academics, this is an invaluable supplementary resource for those undertaking studies across public sector management and administration.
This edited volume brings together a host of material to analyze the key aspects of leadership in the public sector. With contributions from leading academics, this is an invaluable supplementary resource for those undertaking studies across public sector management and administration.
Christine Teelken is Associate Professor of Organization Science at VU Amsterdam, the Netherlands Ewan Ferlie is Professor of Management at King's College London, UK Mike Dent is Professor of Health Care Organization at Staffordshire University, UK
Inhaltsangabe
Introduction: Overview and Conceptualisations Part I: The Meaning of the Public Sector Leadership and its Changing Forms 2. 'Leaderism' and the Discourse of Leadership in the Reformation of UK Public Services 3. Leading Transformation in the Public Delivery Systems: A Political Perspective 4. Respond and Deliver? Change Leadership in Complex OrganizationsPart II: Leadership Style in the Public Services 5. After Privatisation: The Public Management of Private Employment Services 6. Medical Leadership and Management Reforms in Hospitals: A Comparative Study 7. Quality Development and Professional Autonomy in Modern Hospital Fields Part III: Leadership and Public Sector Professionals 8. Universities under New Labour: Senior Leaders' Responses to Government Reforms and Policy Levers - Findings from an ESRC Project on Public Service Leadership 9. Academic Leadership and its Effects on Professional Autonomy 10. The University and the Public and Private Good 11. The Making of Professional Public Leaders: Leadership as Practical Myth 12. Concluding Discussion: Paradigms and Instruments of Public Management Reform - The Question of Agency
Introduction: Overview and Conceptualisations Part I: The Meaning of the Public Sector Leadership and its Changing Forms 2. 'Leaderism' and the Discourse of Leadership in the Reformation of UK Public Services 3. Leading Transformation in the Public Delivery Systems: A Political Perspective 4. Respond and Deliver? Change Leadership in Complex OrganizationsPart II: Leadership Style in the Public Services 5. After Privatisation: The Public Management of Private Employment Services 6. Medical Leadership and Management Reforms in Hospitals: A Comparative Study 7. Quality Development and Professional Autonomy in Modern Hospital Fields Part III: Leadership and Public Sector Professionals 8. Universities under New Labour: Senior Leaders' Responses to Government Reforms and Policy Levers - Findings from an ESRC Project on Public Service Leadership 9. Academic Leadership and its Effects on Professional Autonomy 10. The University and the Public and Private Good 11. The Making of Professional Public Leaders: Leadership as Practical Myth 12. Concluding Discussion: Paradigms and Instruments of Public Management Reform - The Question of Agency
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