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Article
Publication date: 1 February 2002

Su Maddock

Argues that public services modernization is dependent on a major shift of gender cultures in communities and in senior management and policy making. Highlights the need for…

1725

Abstract

Argues that public services modernization is dependent on a major shift of gender cultures in communities and in senior management and policy making. Highlights the need for transformational as opposed to transactional leadership, focusing on the critical roles of transforming managers and the gender cultures they work within. Concludes that gender balance is a euphemism for actually what is required, which is the transformation of both traditional male and female indentities.

Details

Women in Management Review, vol. 17 no. 1
Type: Research Article
ISSN: 0964-9425

Keywords

Article
Publication date: 1 November 2005

Su Maddock

The purpose of this paper is to explore the connections between the individual philosophies of chief executives in local government and their approach to implementing change and…

Abstract

The purpose of this paper is to explore the connections between the individual philosophies of chief executives in local government and their approach to implementing change and service improvement, and how chief executives interpret their role in the improvement process, given the pressures from government and localities.

Details

International Journal of Leadership in Public Services, vol. 1 no. 1
Type: Research Article
ISSN: 1747-9886

Keywords

Article
Publication date: 1 December 2006

Su Maddock

The debate on public sector reform continues to be focused on policy, restructuring and targets rather than on the practical aspects of a new public framework that will support…

Abstract

The debate on public sector reform continues to be focused on policy, restructuring and targets rather than on the practical aspects of a new public framework that will support providers to implement change and transform public services. The challenge for government, as it has been since 1997, is how to create the conditions for innovation and service transformation. It is no longer enough to develop business models that will organise services more efficiently; public sector reform also requires an energising of people and democratic relationships. A reliance in government on centralised change levers and a faith in systems rather than people has led to modernisation becoming a technical process, detached from regional and local energies. The divide between national and local stakeholders has resulted in good policies being driven by a lack of concern for relationships across the public system, particularly between central and local players. It is government that sets the scene for reform through its policy, funding and performance management, yet too often Whitehall and politicians take themselves ‘out‐of‐the‐frame’ when conducting analysis. This article argues that modernisation levers are contested by many stakeholders, that government and its administration are critical stakeholders and that it is time to reconnect the local with the national in transformation.

Details

International Journal of Leadership in Public Services, vol. 2 no. 4
Type: Research Article
ISSN: 1747-9886

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Article
Publication date: 10 August 2012

Su Maddock

Turbulent times are here to stay and public leadership needs to become less managerial, more adept at harnessing resources and transforming governance. While the media continues…

829

Abstract

Purpose

Turbulent times are here to stay and public leadership needs to become less managerial, more adept at harnessing resources and transforming governance. While the media continues to search for heroic leaders there is a growing awareness that there is more to public leadership than charisma and that compliant leaders do little to nurture innovation. The purpose of this paper is to address the varying concepts of leadership within public services in the UK.

Design/methodology/approach

This paper addresses the varying concepts of leadership within public services in the UK and offers a comparative discussion on these choices of types of leadership.

Findings

Evidence shows that successful public leaders tend to motivated by social values rather than money and that in the UK, transformative leadership is stronger at the local level than in central government, where although embryonic, political and executive leaders are forging platforms for innovation and new governance systems that central governments could learn from.

Originality/value

There are examples of exemplary public leadership in the UK and this paper attempts to unpack where these are, how they challenge existing leadership thinking and why new forms of leadership are critical at this time.

Details

International Journal of Leadership in Public Services, vol. 8 no. 3
Type: Research Article
ISSN: 1747-9886

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Article
Publication date: 1 June 2006

Su Maddock and Marion Macalpine

Mary Parker Follett was an outstanding public intellectual of her day, both in the US and the UK. We have a lot to learn from her about the ‘democratic deficit’, leadership…

301

Abstract

Mary Parker Follett was an outstanding public intellectual of her day, both in the US and the UK. We have a lot to learn from her about the ‘democratic deficit’, leadership, participation, partnership and difference, that is relevant to key current concerns in the UK. Her thinking was based on her own extensive experience, observation and reflection, her ideas are profound, relevant and accessible for us today. In this article we signal her continuing significance in three areas: building democratic processes, leadership and ideas about complexity.

Details

International Journal of Leadership in Public Services, vol. 2 no. 2
Type: Research Article
ISSN: 1747-9886

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Abstract

Details

Feminist Activists on Brexit: From the Political to the Personal
Type: Book
ISBN: 978-1-80043-421-9

Article
Publication date: 1 April 2000

Su Maddock

Within Britain the Blair Government has committed itself to a modernisation process within the public sector. This process involves rethinking how to organise services internally…

Abstract

Within Britain the Blair Government has committed itself to a modernisation process within the public sector. This process involves rethinking how to organise services internally and how to integrate services across government. Policy makers are talking about “joined‐up” government, innovation and partnerships. In the UK there are now a plethora of partnerships and initiatives. The Health Action Zones (HAZ) were one of the first of such initiatives and as such present fertile ground for analysis of the modernisation process. This paper draws on the experience of those engaged in the HAZ partnerships and also on research conducted by the author on “conditions for partnership”. It appears that the conditions in the UK are not conducive for partnerships when national frameworks are focused on monitoring rather than on development, and when the measurement of partnership success is short term. Although the partnership and modernisation policy encourages innovation, the development of partnerships is hampered by internal blame cultures, poor change management and a development gap in thinking among policy makers.

Details

International Journal of Health Care Quality Assurance, vol. 13 no. 2
Type: Research Article
ISSN: 0952-6862

Keywords

Content available
Article
Publication date: 1 December 2000

Clare Crawley

560

Abstract

Details

Women in Management Review, vol. 15 no. 8
Type: Research Article
ISSN: 0964-9425

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Article
Publication date: 1 March 2005

Su Maddock

Proposes that arguing for greater access for women is essential but not sufficient to drive equality or the spirit of diversity.

2433

Abstract

Purpose

Proposes that arguing for greater access for women is essential but not sufficient to drive equality or the spirit of diversity.

Design/methodology/approach

Explores the role that women and others can play in broadening agendas and in transforming managerial and regeneration practices.

Findings

A few innovative chief executives are leading the way and showing what transforming leadership is about in practice. In spite of this the intransigent lack of diversity within decision‐making bodies produces a brake on positive social change.

Originality/value

Provides an insight into the leadership role of women in social regeneration.

Details

International Journal of Public Sector Management, vol. 18 no. 2
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 1 March 2006

Su Maddock

376

Abstract

Details

International Journal of Leadership in Public Services, vol. 2 no. 1
Type: Research Article
ISSN: 1747-9886

1 – 10 of 41