The Reform Role of Chief Executives: Accountability, Leadership and Licence

Scott, Rod

doi:10.1111/j.1467-8500.1994.tb01492.x

Cited by 2 publications

(1 citation statement)

References 1 publication

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“…The fiscal pressures on government became apparent in the USA in the 1990s and led to various ‘reinventing’ initiatives, blending drives to both streamline and start to ‘marketize’ government by increased contracting out and similar measures (Osborne and Gaebler ). The fiscal impact was felt even earlier in the Anglophone world as the UK, New Zealand, and Australia all launched aggressive public sector reform programmes aimed at reducing government size and privatizing many government operations in the 1980s (Chapman ; Mascarenhas ), often under the banner called the New Public Management (Martin 1999; Scott ). Continental Europe and Japan carried out less fundamental reform focusing on modernization only, but for rather different reasons (Pollitt and Bouchaert ).…”

Section: Effects Of Changing Context On Leadershipmentioning

confidence: 99%

Administrative Leadership Theory: A Reassessment After 10 Years

Wart

2013

Public Administration

188

144

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A variety of assessments through 2001 discussed the striking neglect of theory related to leadership in public sector organizational settings. For example, Jerry Gabris, Bob Golembiewski, and Doug Ihrke called on the field to ‘improve on the emaciated condition of public leadership theory’. My assessment of administrative leadership soon thereafter, while trying to emphasize a recent uptick in volume, was nonetheless that ‘the needs are great and the research opportunities are manifold’. My relatively negative assessment has been widely cited and needs to be re‐evaluated a decade later since much progress has been made and the research needs have evolved substantially.

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Section: Effects Of Changing Context On Leadershipmentioning

confidence: 99%

Administrative Leadership Theory: A Reassessment After 10 Years

Wart

2013

Public Administration

188

144

View full text Add to dashboard Cite

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The Australian public service under the Keating Government

Kimber

Maddox

2003

International Journal of Public Sector Management

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Managerial restructuring of the Australian public service during the period of the Keating Government was designed to provide greater responsiveness on the part of public servants to ministers. Increased use of ministerial advisers and the formalisation of contract employment for departmental secretaries pointed to a possible erosion of responsible government norms, but this process was moderated by tension between the private sector practices being introduced and an adherence to the traditions of responsible government. We suggest that a pragmatic approach to public sector reform partly accounted for this unease and we speculate that the more ideological commitment to managerialism displayed by the Howard Government might indicate that responsible government within the Commonwealth Public Service is in further danger of erosion.

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The Reform Role of Chief Executives: Accountability, Leadership and Licence

Cited by 2 publications

References 1 publication

Administrative Leadership Theory: A Reassessment After 10 Years

Administrative Leadership Theory: A Reassessment After 10 Years

The Australian public service under the Keating Government

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