In view of the approaching age of austerity for the public sector, leadership is likely to continue to become a key theme. This edited volume brings together a host of material from the public sector to analyze the issue internationally.
Teelken, Dent & Ferlie lead a team of contributors in examining three key aspects of this increasingly important theme:
the meaning of public sector leadership, and how this changes in different contexts
the implications for leadership style given the growing role of the private sector
the response to the leadership issue from professionals moving into senior management roles
With contributions from respected academics such as Jean-Louis Denis, Mike Reed and Mirko Nordegraaf, this book will be an invaluable supplementary resource for those undertaking studies across public sector management and administration.
Christine Teelken is Associate Professor of Organization Science at VU Amsterdam, the Netherlands Ewan Ferlie is Professor of Management at King's College London, UK Mike Dent is Professor of Health Care Organization at Staffordshire University, UK
Introduction: Overview and Conceptualisations (Christine Teelken) Part I: The Meaning of the Public Sector Leadership and its Changing Forms 2. 'Leaderism' and the Discourse of Leadership in the Reformation of UK Public Services (Dermot O'Reilly and Mike Reed) 3. Leading Transformation in the Public Delivery Systems: A Political Perspective (Damien Contandriopoulos and Jean-Louis Denis) 4. Respond and Deliver? Change Leadership in Complex Organizations (Louise Fitzgerald, Ewan Ferlie, Gerry McGivern and David Buchanan) Part II: Leadership Style in the Public Services 5. After Privatisation: The Public Management of Private Employment Services (Nicolette Van Gestel) 6. Medical Leadership and Management Reforms in Hospitals: A Comparative Study (Mike Dent, Ian Kirkpatrick and Indy Neogy) 7. Quality Development and Professional Autonomy in Modern Hospital Fields (Peter Kraugh Jespersen) Part III: Leadership and Public Sector Professionals 8. Universities under New Labour: Senior Leaders' Responses to Government Reforms and Policy Levers- findings from an ESRC project on public service leadership (Rosemary Deem) 9. Academic Leadership and its Effects on Professional Autonomy (Christine Teelken) 10. The University and the Public and Private Good (J? rgen Enders) 11. The Making of Professional Public Leaders: Leadership as Practical Myth (Mirko Noordegraaf) 12. Concluding Discussion: Paradigms and Instruments of Public Management Reform- The Question of Agency (Ewan Ferlie)