Transformational public leadership is collaborative Governments and public services have to change

Transformational public leadership is collaborative Governments and public services have to change Purpose – This article seeks to advance the view that collaborative leadership can generate the relationships necessary to resolve the tensions between rising expectations, smaller budgets and more innovative solutions. Design/methodology/approach – The article contends that, in the 1980s and 1990s, the public sector learned how to manage project and performance from the private sector, but more recently company executives have started to recognize that public‐sector leaders are more adept at managing complexity and broader governance than they are. Findings – It is argued that many local public leaders are now more collaborative and much less insular and actively engaged in external partnerships as well as internal management. Practical implications – The article claims that the transformative capacity of collaborative leaders could forge the foundations of a new public eco‐system at the local level and create a foundation for both a healthier economy and society if given endorsement by central government. Social implications – Innovative leaders could radically improve services and new models for service provision and governance if they have more confidence in collaborative practice. Originality/value – The article offers a place‐based model of leadership that reconnects elected politicians, communities and executive leaders, who through partnership and active collaboration reframe local and regional priorities and strategies. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management International Digest Emerald Publishing

Transformational public leadership is collaborative Governments and public services have to change

Human Resource Management International Digest, Volume 19 (7): 2 – Oct 18, 2011

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0967-0734
DOI
10.1108/09670731111175605
Publisher site
See Article on Publisher Site

Abstract

Purpose – This article seeks to advance the view that collaborative leadership can generate the relationships necessary to resolve the tensions between rising expectations, smaller budgets and more innovative solutions. Design/methodology/approach – The article contends that, in the 1980s and 1990s, the public sector learned how to manage project and performance from the private sector, but more recently company executives have started to recognize that public‐sector leaders are more adept at managing complexity and broader governance than they are. Findings – It is argued that many local public leaders are now more collaborative and much less insular and actively engaged in external partnerships as well as internal management. Practical implications – The article claims that the transformative capacity of collaborative leaders could forge the foundations of a new public eco‐system at the local level and create a foundation for both a healthier economy and society if given endorsement by central government. Social implications – Innovative leaders could radically improve services and new models for service provision and governance if they have more confidence in collaborative practice. Originality/value – The article offers a place‐based model of leadership that reconnects elected politicians, communities and executive leaders, who through partnership and active collaboration reframe local and regional priorities and strategies.

Journal

Human Resource Management International DigestEmerald Publishing

Published: Oct 18, 2011

Keywords: Local authorities; Leadership; Collaboration; Organizational change

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