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There is a proven linkage amongst the theories, practice, and literatures of entrepreneurship, management, and leadership. Accordingly, this chapter explores these linkages in policing and criminal contexts. Traditionally, the police have adopted a combination of heroic, bureaucratic, and autocratic approaches to leadership although individual police leaders do utilise a wide variety of appropriate leadership styles including charismatic and Laissez–Faire leadership. Great Man theory also influences police leadership styles and actions. Other novel appropriate leadership styles such as ‘humble’ and ‘agile’ leadership are also considered because of their potential fit with entrepreneurial policing philosophy and practice. Police leadership is immersed in the Military model of policing discussed in Chapter 2 and this includes its semiotics and symbolism. There is an inherent and ongoing tension between two very different competing leadership styles namely the ‘Commander Model’ versus the ‘Executive Model’. Both are relevant in different circumstances.

This chapter discusses reforms to increase customer-centredness, public consultation (including professional, business and community associations), whole-of-government approaches (a case of trafficking in persons), increased budget, personnel and procurement delegation to departments and increased role of statutory boards (autonomous agencies). According to the author the driving force behind public sector reforms emanates from the inner core of ministers, most particularly the prime minister and deputy prime minister, working in close conjunction with senior permanent secretaries, directors of boards and government-linked companies. In Singapore, power is concentrated in the hands of political executives and senior levels of civil service. Ministers set the policy agenda and make final policy decisions on important issues. The administrative service is the elite service (of about 250 persons) within the civil service that shapes policy, especially permanent secretaries and deputy secretaries. Objections to reforms are often avoided through inputs to the reform process by key stakeholders and experts of relevant fields from inter-ministerial and inter-agency committees and through public consultations. Singapore has achieved an exceptional level of prosperity, and according to the author civil service is guided by practices of meritocracy (e.g., in promotion) and strict accountability through audits and anti-corruption steps.

New Ways of Working seems to change the leadership agenda. Activity-based working and home-based work lead to different behaviors of employees. Supervising styles will change from command-and-control toward goal-setting-and-trust. This chapter describes the trend and provides new data on the actual use and effectiveness of these new supervision styles. It appears to be a mix of different leadership styles, such as leading by vision, setting targets and control on output, providing trust.

The form of crisis-governance responses to austerity urbanism that is the focus of this paper is ‘fleet-of-foot’ partnerships. These non-statutory mechanisms which champion dispersed forms of leadership are crafted in policy discourse as lean, mean, crisis-tackling fighting machines. Their perceived agility and entrepreneurialism are often lauded, yet empirical evidence for these traits remains sparse. This paper investigates this concern through the lens of the Local Enterprise Partnerships (LEPs) in England, which are deemed by some to exude some of the defining characteristics of ‘fleet-of-foot’ mechanisms.

A mixed method approach was utilised, including analysis of socio-economic datasets and qualitative policy analysis of primary and secondary material. The quantitative element includes analysis of employment and journey-to-work data, whereas the qualitative material originated from a review of LEP proposals, and narrative analysis of transcripts of interviews undertaken since 2010, together with other textual artefacts.

The findings reveal that dispersed public leadership is problematic as a mode of crisis-governance. LEPs were adopted as a crisis-governance fix. These loose (or looser) constellations of many, varied actors, are considered to be more flexible, responsive and delivery-orientated than more traditional and statutory democratic-administrative mechanisms: lean, mean, crisis-tackling fighting machines. Flexibility is a primary trait of ‘fleet-of-foot’ configurations and perhaps the defining feature of LEPs.

The programme of research remains on-going, which reflects the continual shifts in the form and configurations of LEPs.

Detecting some of the primary weaknesses of ‘fleet-of-foot’ public leadership arrangements, the research draws attention to some of the dangers of pushing austerity down and through ‘fleet-of-foot’ formations. The practical implications are highlighted by examining the limits of LEPs to achieve efficient outcomes or to open up a shared leadership space.

Through an engagement with current conceptual and policy debates where austerity ‘blows out’ across Europe, it is observed that austerian politics may be pushing partnership bodies too far, thus risking the danger of overburdening and under-resourcing the very distributed leadership mechanisms that are expected to reconcile local economic crises and stimulate local growth. This paper also contributes to the literature on dispersed public leadership, which runs counter to traditional command and control leadership constructs.

Inclusive leadership is exhibiting signs of an emerging field of theory and practice. The purpose of this research is to systematically map this emergence and its various facets.

Citation information from 91 records on inclusive leadership were extracted from Scopus and analyzed using a series of citation and co-word techniques.

We identified six clusters of keywords that underpin the current state of research on inclusive leadership. We also unraveled a trend that suggests research on inclusive leadership is moving from a simple approach to leadership on healthcare and education to become a universally desirable style of leadership in parallel with the global increase in the importance of diversity and inclusion.

This study is the first attempt to develop a complete map of the domain of inclusive leadership. It also provides management researchers and practitioners with a tool for evaluating inclusive leadership publications and provides a systematic and objective means of determining the relative importance of the field in the development of the inclusive leadership research.

Bibliometric literature review (Meta analytic review)

The current Industry 4.0 era is considered not only as a process that dominates technological developments but also as a process that influences the leadership styles. Management 4.0 is essential for businesses to find and apply the appropriate technologies in the age of Industry 4.0. The leadership styles that business managers will adopt in order to be successful in this process and to survive in an intensely competitive environment can play an important role. At this point, a significant problem arises: identifying leadership styles that will bring success. In this context, the primary purpose of this chapter is to explain the modern leadership styles that business managers can adopt or follow in the age of Industry 4.0. In line with this purpose, the chapter first describes the historical development of leadership, leadership theories and modern leadership styles, such as transactional, transformational, technological, strategic, visionary and agile leadership, and all these concepts are discussed based on the Industry 4.0 perspective.

Refining and updating Harvey’s theorisation of the shift from managerialism to entrepreneurialism, this chapter charts the changing business of entrepreneurial governance through an examination of English economic development practice. Local Enterprise Partnerships (LEPs), sub-national entrepreneurial governance entities, provide the empirical lens to understand the contemporary role of private interests in the pursuit of public goals in securing innovative approaches to economic development.

Comparative analysis of the strategic priorities, ways of working and interventions of LEPs operating across Greater Birmingham and the North East of England is undertaken against the backdrop of a competitive environment where the mantra is ‘the market knows best’.

The key finding is that while some policy outcomes are prosaic, albeit across contextually distinct entrepreneurial governance places, more innovative policy approaches are emerging.

The chapter shows that there remains value in business involvement in urban governance in its present mode. A more permissive, entrepreneurial mode of governance with the liberation of private enterprise may be leading to imaginative as well as boosterist ways of securing sustainable growth.

The chapter suggests some options for policy-makers and a series of challenges for decision-makers.

Purpose – The chapter provides a review of the debates about the discipline of public administration and public management as art, craft, and science. Thus, the chapter includes a conceptualization of public administration and a discussion of public administration and public management research, scholarship, and practice. The review of the discipline includes a historical perspective and contemporary debates of public administration, new public management (NPM), public sector management, and governance in order to discuss the future trajectories and trends of the discipline.

Design/Methodology/Approach – A range of historical, seminal, and recently published scholarly works are reviewed and discussed, including also an analysis based on primary and secondary research of journal databases, conference proceedings, academic schools, and websites relevant to the discipline.

Findings – The study of government in various guises – whether public administration, public management, governance, public policy – will continue to develop, evolve, and fascinate scholars and practitioners. There will be a continued interest and study of the business of government with three possible trends: (1) a narrow focus on technocratic, managerial approaches in an attempt to provide solutions for more effective and efficient government; (2) a multidisciplinary approach to addressing complex social problems or “wicked policy” problems across narrow specialized interests for “greater principles” of society; and (3) methodological pluralism in the study of government, which may add to the depth or fragmentation of the discipline.

Research limitations/Implications – The research is limited to a review with some primary and secondary research. It provides scholars and practitioners with the conceptualization of public administration, public management and governance. The chapter provides a critical perspective of the state of research and scholarship with an argument that academics need to move beyond parochial debates within the discipline and provide practitioners with empirically based solutions to increasingly complex social and “wicked policy” problems.

Practical implications – This chapter provides scholars, students, and practitioners with (1) a conceptual understanding of public administration, public management, NPM and governance; (2) a historical and contemporary perspective of the discipline; and (3) a critical perspective of research and scholarship that will provide a debate on the state of discipline.

Originality/Value – The chapter is a synthesis and review of the discipline in terms of research and scholarship drawing upon international perspectives to provide a critical debate for scholars and practitioners.

Spirituality is a concept that explains the spiritual dimension of human beings. Meaning of life, being together, and the bigger one's existence are the components of spirituality. In that manner, workplace spirituality is an area that endeavors to find the meaning of the work together with the community. Research reveals that workplace spirituality has several dimensions, and inner life, sense of community, and meaning at work are validly used. Though developing in the research area, misunderstandings and misuses of the phenomenon causes several dark sides. In this context, this chapter aims to reveal these in five aspects to contribute to enhancing the literature. The ambiguity in defining spirituality and religion is the first dark point in understanding workplace spirituality. Accepting spiritual executions at work as a tool for profitability is the second. The scarcity of awareness of executive leaders about workplace spirituality is the other. Considering the studies on workplace spirituality as a fad and the expected difficulties in developments about the area is the fourth. Finally, workplace spirituality-based misbehaviors at work are the last dark side, addressed in this study. In addition to the explanations in its content, the authors present a bibliometric analysis conducted by R. The chapter concludes with general evaluations and suggestions for future studies.

The objective of this chapter is to introduce the new concept of outside-in-content, which facilitates a new perspective in the decoupling discourse. Based on the requirements for the contents of strategic communication, the concept of outside-in- and inside-out-content is introduced. The mechanisms of outside-in-content are explained using examples of practices from strategic communication management, such as sponsorship, corporate giving, celebrities and brand worlds. Next, the effects of outside-in-content are described. Lastly, in the context of the discourse on decoupling, the question of whether – or how – outside-in-content encourages talk–action inconsistency is answered. In inside-out-content, strategic communication looks within the organization for events, characteristics, services, persons and topics capable of attaining strategic communication targets. In the case of outside-in-content, the path is reversed: here, the selection process for strategic communication begins outside the organization and asks which existing or new events, persons or topics outside the organization are capable of attaining strategic communication goals and raising interest among the target group. Outside-in-content tends to be more reliable in attaining profile-raising and image goals. Outside-in-content encourages decoupling for three reasons: (1) like a lighthouse, it draws attention away from negative issues. (2) As neither-true-nor-false-content, it encourages noncommittal and arbitrary strategic communication. (3) If organizations no longer talk about themselves, or do so less frequently, talk and action can also no longer be examined using the standards of tight or loose coupling.