LEADERSHIP IN PUBLIC SERVICES NETWORKS: ANTECEDENTS, PROCESS AND OUTCOME

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 hierarchic...

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Bibliographic Details
Published in:Public administration (London) 2011-06, Vol.89 (2), p.242-264
Main Authors: CURRIE, GRAEME, GRUBNIC, SUZANA, HODGES, RON
Format: Article
Language:English
Subjects:
Bureaucracy
Consolidation
Implementation
Leadership
Management
Management theory
Networks
Organization theory
Partnership
Performance management
Power
Public administration
Public management
Public policy
Public Services
Reform
Studies
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Summary: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’.
ISSN:0033-3298
1467-9299
DOI:10.1111/j.1467-9299.2011.01931.x