By Stephen Brookes, Keith Grint
This booklet bargains a brand new perception into management within the public sector:It describes public management as a sort of collective management during which leaders from a number of public, deepest and voluntary corporations proportion a standard objective in enhancing the lifetime of groups. It examines the present specialise in public carrier reform and highlights the effect that functionality goals have had on leadership.The value of the position of the person chief is said, however it argues that this position isn't to supply the solutions yet to invite clever questions in tackling depraved matters that undermine health. The e-book explores the adventure of reform around the region and units a few difficult demanding situations for presidency, public associations and their leaders.It could be of gain to all who're attracted to what the long run holds for public providers and activates a special frame of mind approximately management.
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Extra resources for The New Public Leadership Challenge
Example text
2002) Local Authority? How to Develop Leadership for Better Public Services. London: DEMOS. Christensen, T. and Laegreid, P. (2007) ‘NPM and Beyond – Leadership, Culture and Demography’, paper presented to the Third Transatlantic Dialogue, ‘Leading the Future of the Public Sector’, University of Delaware, USA. May 31 to June 2. Clarke, M. and Stewart, J. (1999) Community Governance, Community Leadership and the New Local Government. Joseph Rowntree Foundation. Coleman, A (2007) ‘The Importance of Trust in the Leadership of Inter-Agency Collaborations in Schools’, paper presented at the 6th International Studying Leadership Conference, Warwick.
The focus for public leaders should be on the achievement of long-term strategies and targets rather than the short-termism that has typified NPM over the last two decades. As subsequent chapters argue, the focus is predominantly upon the quantitative targets set by central government rather than the publicly valued outcomes represented by social goals. Reflecting trust Our sixth and final contention closely aligns the relative climates of public value and ‘trust’ (Sako 1998; Brookes 2007; Coleman 2007).
In contrast, traditional public administration functions well in a stable environment with the key aim of delivering public goods. NPM works well in a competitive environment when the key aim represents that of choice. But NPL works better in a networked governance environment where the overall aim is the delivery of public value. Developing a new public leadership framework In discussing the development of a NPL framework we refer back to our six contentions at the beginning of this paper, the first three of which concerns the ‘how’ of public leadership and the last three concern the ‘why’.