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Title: Leadership in public services networks: antecedents, process and outcome
Authors: Currie, Graeme
Grubnic, Suzana
Hodges, Ron
Issue Date: 2011
Publisher: © The Authors. Public Administration © Blackwell Publishing Ltd
Citation: CURRIE, G., GRUBNIC, S. and HODGES, R., 2011. Leadership in public services networks: antecedents, process and outcome. Public Administration, 89 (2), pp. 242 - 264.
Abstract: In this article, the authors examine the implementation of policy aimed to promote the role of organizational networks and distributed leadership in the establishment and consolidation of public service reform. In theory, leadership and networks should complement each other, with the less hierarchical logic of the network allowing leadership of change, distributed among network members, rather than led from a single organizational apex, to flourish. In practice, as a consequence of inherent bureaucracy, power differentials between network participants, and a strong centralized performance management policy regime, a relatively parsimonious form of distributed leadership is enacted, with the networks tending towards ‘managed partnerships’.
Description: Closed access. This article was published in the journal, Public Administration [© The Authors. Public Administration © Blackwell Publishing Ltd] and the definitive version is available at: http://dx.doi.org/10.1111/j.1467-9299.2011.01931.x
Version: Published
DOI: 10.1111/j.1467-9299.2011.01931.x
URI: https://dspace.lboro.ac.uk/2134/14656
Publisher Link: http://dx.doi.org/10.1111/j.1467-9299.2011.01931.x
ISSN: 0033-3298
Appears in Collections:Closed Access (Business School)

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