Search results

Excellent leadership makes a difference to partnership performance and is arguably the most critical success factor for partnership working. Without it, partnerships would be ineffective. It is, however, perceived as a problematic issue for a number of reasons. First, traditional approaches to leadership have focused almost exclusively on individuals. Second, leadership is often seen as just one part of an organisational system rather than something that pervades the whole. Finally, it is said to be difficult to measure and therefore supposedly hard to tell the good leadership from the bad.

–The purpose of this paper is to report on doctoral research that is addressing how strategic partnerships are rethinking their approach to tackling domestic abuse in Manchester, UK, and creating a new Public Service Reform Commissioning Framework, involving a significant programme of collaboration across sectors, including local authorities, Greater Manchester Police, the Office of the Police and Crime Commissioner and voluntary not-for-profit agencies.

The methodological approach is a case study strategy (Yin, 1994). It is mainly qualitative, with multi-method data collection and analysis. The paper is a commentary on the research, rather than a research paper.

The paper explores the extent to which an innovative new public leadership approach (Brookes and Grint, 2010) to the strategy and governance framework has been adopted, and whether the partnership is succeeding in creating create public value (Moore, 1995). It will discuss how a more collaborative approach based on a community model can add greater engagement across the sectors.

Although there is a substantial body of literature about domestic abuse, there is an absence of research from a business and management perspective. The literature review identified that there is little about leadership approaches in tackling domestic abuse, or analysis of partnership approaches from a business and management perspective.

The purpose of this paper is to introduce the notion of the “Selfless Leader” and to pose the question as to whether this is an impossible ideal. It locates the importance of values within the context of public leadership and puts forward a new perspective on principle-based leadership that incorporates selflessness as its foundation.

It primarily involves a literature review in relation to the importance of virtues and values based on an historical review, and the wider language of leadership. It draws briefly upon primary research based on realistic evaluation (Pawson and Tilley, 1997) across a range of public service organisations in various differing contexts but is, primarily, a conceptual paper aimed at encouraging further debate and research.

Given the fact that we are innately selfish, the requirement to lead in the public interest provides a real challenge for all leaders particularly as leaders are encouraged more towards achievement of competitive advantage, rather than collaborative advantage. The paper will suggest that values-based leadership is highly relevant to the challenges facing public leaders, and will present a principle-based framework for the practice and processes of public leadership.

The paper seeks to generate a debate in relation to principle-based leadership that incorporates selflessness as its foundation, primarily through a literature review but supported by selected findings from a range of research projects in the area of public leadership.

The approach to realistic evaluation is helpful, not only as a research methodology, but also in relation to the development and assessment of leadership practice.

This is considered to represent a unique approach to the study of leading in the public interest by focusing on the concept of selflessness.

This is considered to represent a unique approach to the study of leading in the public interest by focusing on the concept of selflessness.

Parking choice involves an individual selecting a parking place based upon various inter-related factors. This chapter examines the factors that influence parking choice decisions.

A review of the literature on parking choice has been undertaken. The influence of various factors on parking choice and recommendations for future parking policy will be outlined.

Most often it is a combination of several factors which influence individuals’ choice of parking place.

Increased knowledge of the factors which influence parking-search behaviour will inform urban parking policy applications with associated environmental and economic benefits.

The purpose of this paper is to consider a challenge to an occupational jurisdiction in the British police. Historically, street cops have defended the importance of operational credibility as a way of sustaining the value of experience, and inhibiting attempts to introduce external leaders. This has generated a particular form of policing and leadership that is deemed by the British Government as inadequate to face the problems of the next decade.

The project used the High Potential Development Scheme of the British police to assess the value of operational credibility and the possibilities of radical cultural change. Data are drawn from participants on the program, from those who failed to get onto the program, and from officers who have risen through the ranks without access to a fast-track scheme.

Most organizational changes fail in their own terms, often because of cultural resistance. However, if we change our metaphors of culture from natural to human constructions it may be possible to focus on the key point of the culture: the lodestone that glues it together. Operational credibility may be such a cultural lodestone and undermining it offers the opportunity for rapid and radical change.

The scheme itself has had limited numbers and the research was limited to a small proportion of the different categories outlined above.

If we change our metaphors for culture and cultural change – from natural to constructed metaphors – (icebergs and webs to buildings), it may be possible to consider a much more radical approach to organizational change.

Most assessments of cultural change focus on those charged with enacting the change and explain failure through recourse to natural metaphors of change. This paper challenges the convention that cultural change can only ever be achieved, if at all, through years of effort.