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Article
Publication date: 19 October 2018

Jean Hartley

The purpose of this paper is to provide an overview of some pressing but under-researched aspects of public leadership. Ten propositions about public leadership are set…

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Abstract

Purpose

The purpose of this paper is to provide an overview of some pressing but under-researched aspects of public leadership. Ten propositions about public leadership are set out and these are intended to be thought-provoking and even controversial in order to stimulate researchers to design research which addresses key theoretical and practical questions about leadership in the public sphere. They will also help practitioners navigate an increasingly complex leadership context.

Design/methodology/approach

This invited essay uses ten propositions about public leadership, selected from three sources: the leadership literature, the author’s own research and from collaborative research discussions with academics, policy makers and practitioners.

Findings

The first proposition argues for distinguishing public leadership from public service leadership given that the former is about leadership of the public sphere. Other propositions concern context; purpose; conflict and contest at the heart of public leadership; leadership with political astuteness; dual leadership; leadership projections; fostering resilience; leadership, authority and legitimacy; and the challenge to researchers to use research designs which reflect the complexity and dynamism of public leadership.

Practical implications

While this essay is primarily addressed to researchers, there are many ideas and concepts which practising leaders will find insightful and useful in their work.

Originality/value

This essay draws on deep experience in undertaking high-quality academic research about public leadership which draws from and feeds into policy and practice. It utilises organisational psychology, public management and political science to create synergies in order to enhance the understanding of public leadership.

Details

International Journal of Public Leadership, vol. 14 no. 4
Type: Research Article
ISSN: 2056-4929

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Article
Publication date: 25 January 2019

John Storey, Richard Holti, Jean Hartley and Martin Marshall

The purpose of this paper is to present the findings arising from a three year research project which investigated a major system-wide change in the design of the NHS in…

Abstract

Purpose

The purpose of this paper is to present the findings arising from a three year research project which investigated a major system-wide change in the design of the NHS in England. The radical policy change was enshrined in statute in 2012 and it dismantled existing health authorities in favour of new local commissioning groups built around GP Practices. The idea was that local clinical leaders would “step-up” to the challenge and opportunity to transform health services through exercising local leadership. This was the most radical change in the NHS since its inception in 1948.

Design/methodology/approach

The research methods included two national postal surveys to all members of the boards of the local groups supplemented with 15 scoping case studies followed by six in-depth case studies. These case studies focused on close examination of instances where significant changes to service design had been attempted.

Findings

The authors found that many local groups struggled to bring about any significant changes in the design of care systems. But the authors also found interesting examples of situations where pioneering clinical leaders were able to collaborate in order to design and deliver new models of care bridging both primary and secondary settings. The potential to use competition and market forces by fully utilising the new commissioning powers was more rarely pursued.

Practical implications

The findings carry practical implications stemming from positive lessons about securing change even under difficult circumstances.

Originality/value

The paper offers novel insights into the processes required to introduce new systems of care in contexts where existing institutions tend to revert to the status quo. The national survey allows accurate assessment of the generalisability of the findings about the nature and scale of change.

Details

Journal of Health Organization and Management, vol. 33 no. 2
Type: Research Article
ISSN: 1477-7266

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Article
Publication date: 30 May 2008

John Benington, Jean Hartley, J.C. Ry Nielsen and Ton Notten

The purpose of this paper is to analyse three innovative Master's programmes designed for public and voluntary sector managers across three EU countries.

Abstract

Purpose

The purpose of this paper is to analyse three innovative Master's programmes designed for public and voluntary sector managers across three EU countries.

Design/methodology/approach

The paper compares similarities and differences between the programmes in order to shed light on the “innovation journey” which the authors took in establishing these programmes, and on the distinctive pedagogies which have been designed and developed to help address the complex dilemmas and challenges facing public and voluntary sector managers in the three countries.

Findings

The paper draws on theories of innovation and entrepreneurship to illustrate how these programmes were created, and how both new curriculum content and new approaches to pedagogy had to be developed.

Originality/value

The paper addresses the current and future learning needs of these public and voluntary service managers.

Details

International Journal of Public Sector Management, vol. 21 no. 4
Type: Research Article
ISSN: 0951-3558

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Article
Publication date: 30 May 2008

Dorthe Pedersen and Jean Hartley

Purpose – Reform, transformation and restructuring have become endemic in public services. This paper aims to examine the central “modernisation” and improvement themes of…

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6202

Abstract

Purpose – Reform, transformation and restructuring have become endemic in public services. This paper aims to examine the central “modernisation” and improvement themes of public service reform in Denmark and the UK. Design/methodology/approach – The paper is based on the authors' reflections on experience and analysis, drawing on the UK and Denmark as sites where there have been substantial efforts to undertake public services reform. It argues that there has been a weakening of the hierarchically organised state in favour of more differentiated governance regimes that cut across the public, private and voluntary sectors. However, the new dynamic image of public leadership and the apparently enlarged opportunities for managerial discretion seem to be counter‐balanced by a strengthening of central interventions and controls. Findings – The paper identifies that managing the tensions and paradoxes of governance regimes has become a key element of the work of public service managers, and that this means that three sets of dynamics need to be worked with. First, the dynamics of self‐creation means that authority is not solely formal but that self‐constitution is necessary. Second, the dynamics of strategising means that managers cannot rely on a fixed legal or professional set of values but must be able to decode, challenge and develop varied sets of values and goals, working with varied rationales for action. Third, the dynamics of networking and negotiation mean that management and leadership positions are partly created through negotiated relations in a network‐like governance structure. Practical implications – These dynamics mean that teaching and learning have to address new challenges if programmes for public service leaders and managers are to be enabling. Originality/value – The paper highlights the challenges facing public sector leaders and managers.

Details

International Journal of Public Sector Management, vol. 21 no. 4
Type: Research Article
ISSN: 0951-3558

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Article
Publication date: 1 June 2002

In this age of management consultants, change and uncertainty – it is often the employee who feels left out. In the past few years, organizational restructuring has been…

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1131

Abstract

In this age of management consultants, change and uncertainty – it is often the employee who feels left out. In the past few years, organizational restructuring has been widespread in UK local government. At the same time, staff are being increasingly consulted on their views and options through employee surveys.

Details

Human Resource Management International Digest, vol. 10 no. 3
Type: Research Article
ISSN: 0967-0734

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Article
Publication date: 1 May 1993

Jean Hartley

While considerable research has been conducted into the reasons for union growth and decline at aggregate level, much less attention until recently has been paid to…

Abstract

While considerable research has been conducted into the reasons for union growth and decline at aggregate level, much less attention until recently has been paid to explaining differences between individuals and groups in the workplace concerning why some belong to a trade union and others do not. This research explores the attitudes to work, the company and the trade union among financial sector workers.

Details

Management Research News, vol. 16 no. 5/6
Type: Research Article
ISSN: 0140-9174

Content available
Article
Publication date: 30 May 2008

John Raine, Yusuf Ahmad, Mike Broussine, Jean Hartley and J.C. Ry Nielsen

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514

Abstract

Details

International Journal of Public Sector Management, vol. 21 no. 4
Type: Research Article
ISSN: 0951-3558

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Book part
Publication date: 1 September 2008

Keith Hartley, Renaud Bellais and Jean-Paul Hébert

The European defence industry has changed considerably since the late 1980s. The end of the Cold War required the industry to undertake major restructuring, especially…

Abstract

The European defence industry has changed considerably since the late 1980s. The end of the Cold War required the industry to undertake major restructuring, especially when governments, expecting to reap a “peace dividend,” drastically cut procurement spending. In the early 2000s this restructuring was also influenced by the new context of international security, even though defence budgets have started to increase again since 1998. The European defence industry could not expect to escape from a radical transformation, beyond the specific crisis engendered by the end of the Cold War.

Details

War, Peace and Security
Type: Book
ISBN: 978-1-84950-535-2

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Article
Publication date: 1 June 2001

Jean Hartley

Employee surveys are becoming increasingly widespread among both public and private sector organisations. Yet, while there are many articles and books on the technical…

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3806

Abstract

Employee surveys are becoming increasingly widespread among both public and private sector organisations. Yet, while there are many articles and books on the technical aspects of how to carry out an employee survey there is much less contemporary information about the impact of employee surveys on the organisation? This paper examines why local authorities undertake employee surveys and the extent to which these contribute to strategic change. The research is based on a review of the use of employee surveys by 12 organisations using surveys at the corporate level. The research found that surveys are used for a variety of purposes to influence change. Purposes are primarily either concerned with organisational assessment (as a diagnostic prior to change) or to implement organisational changes. These results suggest that employee surveys are both mirrors and makers of organisational change. The paper concludes with some theoretical, methodological and ethical implications for academic researchers in the ways that they use and report surveys.

Details

International Journal of Public Sector Management, vol. 14 no. 3
Type: Research Article
ISSN: 0951-3558

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Article
Publication date: 1 December 2002

Jean Hartley

The concept of community leadership is examined, using a model with four arenas of leadership. Little attention has been paid to the capabilities which managers (as well…

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2456

Abstract

The concept of community leadership is examined, using a model with four arenas of leadership. Little attention has been paid to the capabilities which managers (as well as councillors and staff) need to perform effectively in this new leadership role. The paper is based on a case study of a highly innovative council. The paper examines three issues: the capabilities required for community leadership in terms of working with communities, in terms of working in partnerships, and the management development programme to support cultural change. The research shows that service delivery in the context of community leadership is increasingly complex, varied and outwardly focused. New skills include responding as well as directing, using lateral as well as vertical skills, having an impact on other organizations, not just one’s own. These have major implications for hierarchical organizations and professionally‐driven services. The development of a community leadership focus also contains tensions for the management of performance and motivation.

Details

Leadership & Organization Development Journal, vol. 23 no. 8
Type: Research Article
ISSN: 0143-7739

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