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Leadership in public services networks: antecedents, process and outcome
journal contribution
posted on 2014-05-22, 10:12 authored by Graeme Currie, Suzana GrubnicSuzana Grubnic, Ron HodgesIn this article, the authors examine the implementation of policy aimed to promote the role of organizational networks and distributed leadership in the establishment and consolidation of public service reform. In theory, leadership and networks should complement each other, with the less hierarchical logic of the network allowing leadership of change, distributed among network members, rather than led from a single organizational apex, to flourish. In practice, as a consequence of inherent bureaucracy, power differentials between network participants, and a strong centralized performance management policy regime, a relatively parsimonious form of distributed leadership is enacted, with the networks tending towards ‘managed partnerships’.
History
School
- Business and Economics
Department
- Business
Citation
CURRIE, G., GRUBNIC, S. and HODGES, R., 2011. Leadership in public services networks: antecedents, process and outcome. Public Administration, 89 (2), pp. 242 - 264.Publisher
© The Authors. Public Administration © Blackwell Publishing LtdVersion
- VoR (Version of Record)
Publication date
2011Notes
Closed access. This article was published in the journal, Public Administration [© The Authors. Public Administration © Blackwell Publishing Ltd] and the definitive version is available at: http://dx.doi.org/10.1111/j.1467-9299.2011.01931.xISSN
0033-3298Publisher version
Language
- en