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Best practice in the Australian Public Service (APS): an examination of discretionary leadership

Andrew Korac‐Kakabadse (Professor, Cranfield School of Management, Cranfield University, UK)
Nada Korac‐Kakabadse (Senior Research Fellow, Cranfield School of Management, Cranfield University, UK)

Journal of Managerial Psychology

ISSN: 0268-3946

Article publication date: 1 November 1997

2468

Abstract

Following an overview of the leadership arena, examines completely the lesser explored concept of discretionary leadership with the view that the phenomenon of downsized, delayered organizations will demand even greater discretionary choices and behaviour from the executives and thereby testing the togetherness concept of co‐operation, sharing and working together. A benchmarking survey of the Australian Public Service (benchmarked against a private sector and health management sector database) emphasizes the point of creeping fragmentation in organizations and highlights that the capabilities of cohesion, quality dialogue and cabinet responsibility will be demanded even more from the leadership of today’s organization. Gives attention to understanding, practising and developing today’s private and public sector leaders in the capabilities of discretionary leadership.

Keywords

Citation

Korac‐Kakabadse, A. and Korac‐Kakabadse, N. (1997), "Best practice in the Australian Public Service (APS): an examination of discretionary leadership", Journal of Managerial Psychology, Vol. 12 No. 7, pp. 433-491. https://doi.org/10.1108/02683949710181209

Publisher

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MCB UP Ltd

Copyright © 1997, Company

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