International Journal of Leadership in Public Services: Volume 4 Issue 4

Editorial

Self‐management as an Instrument for Public‐sector Reform: Its Prerequisites and Repercussions

Peter Conrad

Based on a short analysis of the underlying ideas of state and administrative reform, conceptual schemes of self‐management as instruments for public‐sector reforms are analysed…

Professionals as an Implementation Barrier to Change in Public Organisations: Political and Identity Perspectives

Gabriele Fassauer, Frank Schirmer

Professionals are often seen as an implementation barrier to change in public organisations. Although their commitment is judged to be crucial, they often behave rather reservedly…

Leadership, Education and Partnership: Project LEAP — Developing Regional Educational Leadership Capacity in Higher Education and Health Services through Collaborative Leadership and Partnership Working

Judy McKimm, Luke Millard, Sam Held

In 2007, Birmingham City University (formerly the University of Central England) and the West Midlands NHS Strategic Health Authority developed and implemented the LEAP…

The Importance of Expertise by Experience in Mental Health Services

Joanna Fox

Drawing partly on personal experience, the author of this article seeks to unpack the expertise that service users bring to the design and delivery of mental health services…

Professor Christine King, Vice‐Chancellor and Chief Executive of Staffordshire University

Professor Christine King is Vice‐Chancellor and Chief Executive of Staffordshire University. She is an active and recognised champion of access, inclusion and diversity and is the…

Outcomes of the New Zealand Blueprint Executive Leadership and Management Learning Programmes

Janet Peters, Sally Pitts‐Brown

The Executive Leadership and Management Programme (ELMP) and the advanced programme (AELMP) were founded in New Zealand in 2004. The Blueprint Centre for Learning was contracted…