Why leadership of public leadership research matters: and what to do about it

Crosby, Barbara C.; Bryson, John M.

doi:10.1080/14719037.2017.1348731

Cited by 148 publications

(181 citation statements)

References 121 publications

Supporting

Mentioning

162

Contrasting

Unclassified

Order By: Relevance

“…Table 2, ninth row; Table 3, ninth column). Some respondents referred to 'leadership' in general or to broad leadership styles (Crosby and Bryson 2018), including 'people-oriented-leadership', 'leadership in a group', 'coaching leadership', 'natural leadership', 'change leadership', 'political leadership', 'result-oriented leadership', and 'collaborative leadership'. Respondents (also) listed more specific leadership attitudes and behavior, including 'to coach', 'to motivate', 'having an 'exemplary role' and 'vision for the future', of which the latter three can be linked to transformational leadership (Bass 1999).…”

Section: Leadershipmentioning

confidence: 99%

Opening up the black box of civil servants’ competencies

Kruyen

Genugten

2019

Public Management Review

View full text Add to dashboard Cite

Employees' competencies are key to understanding individual performance. In this article, we investigate which competencies are considered important in government using the results of a survey among civil servants. Respondents listed 248 competencies they deemed necessary for their current and future job. To some degree, these competencies can be linked to three major governance philosophies, traditional Public Administration, New Public Management, and New Public Governance, but several other meaningful clusters of competencies can be distinguished as well, including creativity-related competencies and self-development skills. Based on our results, we draw lesson for civil servants and public (human resource) managers.

show abstract

Section: Leadershipmentioning

confidence: 99%

Opening up the black box of civil servants’ competencies

Kruyen

Genugten

2019

Public Management Review

View full text Add to dashboard Cite

show abstract

“…What is the role of leadership in creating or destroying public value? There is a growing literature on public leadership (e.g., Chapman et al ; Tummers and Knies ; Orr and Bennett ; Ospina ; Crosby and Bryson ; Hartley ). However, few contributions explicitly link leadership with public value other than Benington and Turbitt (), Hartley () and Morse ().…”

Section: Leadership For Public Valuementioning

confidence: 99%

“…The article also examines who was excluded from the public sphere, so the assumption that contest and conflict necessarily give way to collaboration is inaccurate.3 | LEADERSHIP FOR PUBLIC VALUEWhat is the role of leadership in creating or destroying public value? There is a growing literature on public leadership (e.g.,Chapman et al 2016;Tummers and Knies 2016;Orr and Bennett 2017;Ospina 2017;Crosby and Bryson 2018;Hartley 2018). However, few contributions explicitly link leadership with public value other than Benington and Turbitt…”

mentioning

confidence: 99%

Leadership for public value: Political astuteness as a conceptual link

Hartley

Sancino

Bennister

et al. 2019

Public Administration

View full text Add to dashboard Cite

Both leadership and public value are increasingly seen as concepts highly relevant to public administration, not only because of complex societal challenges but also as ways to address pluralistic interests in society. This article explores in detail the varied conceptualizations of public value and of public leadership. Furthermore, we argue that political astuteness provides an important conceptual linkage between leadership and public value, enabling actors to read, understand and foster coalitions around diverse and sometimes competing interests. In this introduction to the symposium, we analyse the different conceptualizations of public value, of leadership, and also show how the six articles explicitly or implicitly draw on the linking concept of political astuteness. The article assesses how the six articles of the symposium contribute to each of these three concepts.

show abstract

“…They go further in suggesting that heuristic enquiry, and more specifically narrative enquiry, may provide a useful avenue for exploring how ‘social change’ happens within the public sector (p. i93). This call to provide ‘rich accounts of the views, actions, and choices of public leaders themselves’ is echoed by Crosby and Bryson (, p. 13). Moreover, Hartley et al (, p. 676) suggest that research is required into ‘what or who facilitates public value, what acts as barriers to it’.…”

Section: Introductionmentioning

confidence: 99%

Navigating tensions in co‐production: A missing link in leadership for public value

Brown

Head

2018

Public Administration

View full text Add to dashboard Cite

New forms of public leadership are needed to design and implement co‐production of public value. We draw on narrative analysis to explore the barriers to developing the capacity for co‐production of public value in disadvantaged and vulnerable Indigenous communities and find that existing norms not only crowd out efforts at reform, but can work against them. In particular, we find that upward accountability and a focus on expert knowledge are the most problematic for co‐production of public value. We focus on how more traditional practices of public administration mediated the achievements of public leaders in their co‐production efforts when Australian governments introduced strategies for partnership with Indigenous communities for services design and delivery. The analysis suggests that creating a broader enabling environment of supportive logics would allow public leaders to engage more productively with inherent tensions between old and new ways of working.

show abstract

Why leadership of public leadership research matters: and what to do about it

Cited by 148 publications

References 121 publications

Opening up the black box of civil servants’ competencies

Opening up the black box of civil servants’ competencies

Leadership for public value: Political astuteness as a conceptual link

Navigating tensions in co‐production: A missing link in leadership for public value

Contact Info

Product

Resources

About