The New Public Leadership Challenge

Cover......Page 1
Contents......Page 8
List of Tables and Figures......Page 16
List of Abbreviations......Page 18
Notes on Contributors......Page 20
Acknowledgements......Page 25
New public leadership in context......Page 26
Why \'new\' public leadership?......Page 28
Difference between NPM and NPL......Page 30
Developing a new public leadership framework......Page 32
Defining new public leadership......Page 36
A final word on public leadership......Page 37
Part I: Public Sector Reform and the Impact on Leadership......Page 42
Introduction......Page 44
Departmental capability reviews: Leadership......Page 45
Towards a model of public leadership......Page 49
Role conflicts......Page 55
Introduction......Page 58
Context: A brief history of leadership in the NHS......Page 62
Going by the board: NHS governance and leadership......Page 71
Leadership development and training in the NHS......Page 73
Conclusions......Page 75
Introduction......Page 79
New Labour\'s eve......Page 80
New Labour\'s decade......Page 82
Researching headteachers......Page 84
Talking heads......Page 85
Educational agenda setters......Page 88
Reform agenda deliverers......Page 89
Conclusion......Page 91
Legitimacy and criminal justice......Page 95
New public management in Britain......Page 96
NPM and policing in Britain......Page 97
Trends in crime and public perceptions......Page 98
The unintended effects of NPM target-setting......Page 100
A changing tide: Reassurance policing and neighbourhood policing......Page 102
The retreat from NPM in policing......Page 103
Conclusions......Page 105
A new approach to performance management?......Page 106
Introduction......Page 110
The historical context......Page 111
The salience of party politics......Page 112
The return to local governance......Page 114
The debate about local political leadership......Page 115
The introduction of mayors into English local government......Page 116
The spread of cabinet government and the potential for organisational change......Page 117
The variation in the leadership role......Page 119
Conclusion......Page 121
Introduction......Page 124
New Public Management – A review......Page 125
Key writings on NPM......Page 127
UK MOD – A contextual overview......Page 128
NPM and defence......Page 130
Analysis of the impact of NPM on MOD......Page 131
Conclusions......Page 138
Part II: Essential Features of Public Leadership......Page 144
What kind of leaders do public institutions need?......Page 146
How to develop those who lead within public institutions......Page 148
How public leaders can work better together in a complex world......Page 152
Embedding public leadership......Page 154
Personal reflection on the role of public leadership......Page 155
Political leadership in democratic systems......Page 158
Political leadership......Page 159
Contexts, challenges and capabilities of political leadership......Page 165
Conclusions......Page 171
Introduction......Page 175
Understanding community leadership......Page 176
Networked governance......Page 178
The value of partnerships......Page 179
The context and purpose of local area agreements......Page 180
Leading places: LAA research in the North West......Page 182
Field research......Page 184
A collective leadership analysis......Page 187
Towards a collective leadership approach?......Page 190
The problem of problems: Tame, wicked & critical......Page 194
Culture, elegance and clumsiness......Page 200
Why elegant approaches don\'t solve wicked problems but clumsy solutions might......Page 201
Conclusion......Page 209
The need for new paradigms and practices......Page 212
Leadership across complex polycentric networks......Page 214
Dimensions of whole systems working......Page 215
Taking the plunge: Deep immersion for top civil servants......Page 220
Conclusion......Page 222
Introduction......Page 224
The public management index......Page 226
Findings from the public management index......Page 227
Conclusion......Page 237
Part III: Public Leadership in Action?......Page 242
Introduction......Page 244
Heifetz\'s framework for adaptive leadership......Page 245
Testing the adaptive leadership framework in policing Drumcree......Page 250
Conclusions......Page 258
Introduction......Page 260
Dominant theories of reform......Page 261
Resistance to reform?......Page 263
Stories of reform......Page 264
Conclusion......Page 272
Law, leadership and local action......Page 276
Public leadership and crime reduction......Page 277
Responsibility and leadership......Page 278
Missed opportunities for leadership......Page 279
Leading from the top: Do as I say, not as I do......Page 282
Supporting the principle of collective leadership......Page 283
Collective crime reductive efforts......Page 285
Introduction......Page 288
Recent developments in partnership working......Page 289
Evidence of progress?......Page 290
The unique qualities of partnerships......Page 292
Typical problems facing partnerships......Page 293
Leadership in partnerships......Page 298
Getting the best out of multi-agency working......Page 299
Building relationships with others......Page 300
Managing self......Page 301
The way forward: Developing a leadership system......Page 302
Part IV: Outlining a Public Leadership Approach......Page 306
Introduction......Page 308
The issues......Page 309
Public leaders\' challenges and dilemmas......Page 314
Conclusions and further research......Page 321
Introduction......Page 325
Leadership in the third sector......Page 327
Leader or leadership?......Page 329
Contracting and public service delivery: The changing environment......Page 330
The issues associated with public service delivery by social enterprise and third sector organisations......Page 332
The charity commission – A key player......Page 335
The provision of service: Quality and the user experience......Page 339
Conclusion......Page 345
Introduction......Page 350
Realist evaluation......Page 351
Applying realist evaluation to public leadership......Page 354
Conclusion......Page 363
Reform – NPM as the nemesis of leadership?......Page 366
Realisation: NPL as the phoenix – Rising from the ashes of NPM?......Page 367
Restoration: Public leadership and innovation......Page 370
Conclusion......Page 371
Index......Page 375