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Leadership in public services networks: antecedents, process and outcome

journal contribution
posted on 22.05.2014, 10:12 by Graeme Currie, Suzana Grubnic, Ron Hodges
In 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 Ltd

Version

VoR (Version of Record)

Publication date

2011

Notes

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.x

ISSN

0033-3298

Language

en

Exports

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Keywords

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