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Editorial

Editorial Mark Davison Steve Onyett Co-editors Happy New Year and, indeed, decade to you all. We enter the unfortunately named ‘teenies’ in a period of austerity, and in sharp contrast to the relatively prosperous ‘noughties’. As public sector consultants we are both acutely aware of the concerns for the majority of our clients about the reduced investment in public services and the potential impact on customers and staff. Colleagues in other countries tell us of similar concerns. Here in the UK we have entered into what is likely to be a protracted General Election campaign, where both main political parties are out to prove their toughness on public finances and sector performance. So what does this new era of austerity mean for leaders and leadership? Ever the optimists we take the view that it could herald a period of robust and innovative leadership. Indeed, nothing stimulates innovation and new thinking like the inability to fall back on previous solutions. In the next few years leaders are likely to need to demonstrate better outcomes with less resources. People, not plans or even money, will make things happen. The high achieving leader will be one that gets the most from their http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The International Journal of Leadership in Public Services Pier Professional

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Publisher
Pier Professional
Copyright
Copyright © 2009 by Pier Professional Limited
ISSN
1747-9886
eISSN
2042-8642
DOI
10.5042/ijlps.2010.0106
Publisher site
See Article on Publisher Site

Abstract

Mark Davison Steve Onyett Co-editors Happy New Year and, indeed, decade to you all. We enter the unfortunately named ‘teenies’ in a period of austerity, and in sharp contrast to the relatively prosperous ‘noughties’. As public sector consultants we are both acutely aware of the concerns for the majority of our clients about the reduced investment in public services and the potential impact on customers and staff. Colleagues in other countries tell us of similar concerns. Here in the UK we have entered into what is likely to be a protracted General Election campaign, where both main political parties are out to prove their toughness on public finances and sector performance. So what does this new era of austerity mean for leaders and leadership? Ever the optimists we take the view that it could herald a period of robust and innovative leadership. Indeed, nothing stimulates innovation and new thinking like the inability to fall back on previous solutions. In the next few years leaders are likely to need to demonstrate better outcomes with less resources. People, not plans or even money, will make things happen. The high achieving leader will be one that gets the most from their

Journal

The International Journal of Leadership in Public ServicesPier Professional

Published: Dec 1, 2009

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