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Public Governance and Leadership - Political and Managerial Problems in Making Public Governance Changes the Driver for Re-Constituting Leadership
Contents
8
Contributors
12
1 Introduction
21
Introduction: Problems and Questions
22
2 Conceptual Background
28
Public Governance and Leadership: Outline of the Subject
29
1 Introduction
31
2 Problems and Questions
32
3 Theoretical Concepts
37
4 Subjects of enquiry/ Topics of discussion
41
4.1 Subjects at the Societal level
41
4.2 Subjects at the whole of Government Level
44
4.3 Subjects at the Organisational and Individual level
47
5 Objectives/ Results
49
References
52
3 Changes in Public Governance
61
Governance and the Public Interest: The Challenges for Public Sector Leaders
62
1 Introduction
63
2 The Concept and Modes of Governance
63
3 Governance and the Public Interest
65
3.1 Trust and the Public Interest
66
3.2 Ethics and the Public Interest
68
3.3 Government as the Trustee of the Public Interest
69
4 Public Sector Reform, Ethical Antagonism and Distrust
71
4.1 Commercialised Provision of Public Policy Outcomes
71
4.2 Privatised Provision of Public Policy Outcomes
73
4.3 Stakeholder-led Provision of Public Policy Outcomes
75
5 Implications for Public Sector Leadership
76
6 Conclusion
79
Endnotes
79
References
80
Modernes Regieren und Public Leadership
86
1 Einleitung
87
2 Public Governance und Neue Staatlichkeit
89
3 Politikmanagement und Public Leadership
93
3.1 Modernes Regieren als Interdependenzmanagement
93
3.2 Politisch-administrative Führungskonzepte und -stile
96
3.3 Public Leadership und nachhaltige Verwaltungsreform
100
4 Leadership – ein Aspekt innovativer Verwaltungspolitik
102
5 Fazit
105
Abbildungsverzeichnis
107
Anmerkungen
107
Literaturverzeichnis
107
Blair and Governance
114
1 Introduction
115
2 The Story About the Blair Presidency
115
3 The Second Story - Governance
117
3.1 Policy Networks
118
3.2 Governance With and Through Networks
119
3.3 From Prime Ministerial Power to Core Executive
120
3.4 The Hollowing Out of the State
121
4 The Networks Beyond Westminster and Whitehall
122
4.1 The Blair Government – A Brief Policy Audit
123
4.2 From Policy Audit to Policy Critique
125
5 Conclusions
128
Endnotes
130
References
131
Navigating the Fragments: Political Dimensions of Managing Networked Public Service Delivery
136
1 Introduction
137
2 Shifts towards Networks
137
3 Quest for Legitimacy
139
4 Diversified Forms of Legitimacy
140
5 New Forms of Designing Leadership
141
6 Consequences
144
List of Tables
146
References
147
The Problem of Politics: Public Governance and Leadership
150
1 Introduction
151
2 Destroying the Leadership of the Mandarins
153
3 The Hidden Problem of Politics
157
4 Leadership and Public Governance
160
5 Conclusion
164
References
165
Governance - Wandel als Lernprozess
170
1 Zusammenfassung und Überblick
171
2 Management im Governance-Kontext
171
3 Governance-Wandel als Lernimpuls
174
4 Public Governance als Lernmodell
180
5 Verwaltungsreformen als Lernerfahrung
183
Abbildungsverzeichnis
186
Anmerkungen
186
Literaturverzeichnis
187
4 Changes in Politico-administrative Leadership
192
Rebuilding Strategic Capacity? Multi-Level Governance, Leadership and Public Service Agreements in Britain
193
1 Introduction
195
2 Governance and Leadership in Theory
197
3 Governance and Leadership in Practice
203
4 Governance, Leadership and Strategic Capacity
215
Endnotes
217
References
217
Coordination and Leadership at the Centre of the Australian Public Service
226
1 Introduction
227
2 The Development of a New Australian System
227
2.1 Control and Coordination
227
2.2 Social and Technological Underpinnings
229
3 Political Control and the Shift to Coordination
232
3.1 Cabinet Processes and Central Agencies
232
3.2 Structures for Collective Ministerial Control
237
3.3 Structures under the Control of Individual Ministers
239
3.4 Leadership and the Cultural Dimension
242
4 Reform without Doctrine?
244
Endnotes
247
References
247
Das Konzept des aktivierenden Staates als deutsches Muster von Governance? - Zur Stabilität und zum Wandel von öffentlichen Institutionen
252
1 Politische Phasen in der Entwicklung der Bundesrepublik Deutschland
253
2 Grundmuster des politisch-administrativen Systems: zwischen Stabilität und Anpassung
255
3 Parteien als Entscheidungsträger in dem institutionellen Gefüge der Verfassung
258
4 Organisierte Interessen als relevante Spieler im Entscheidungssystem
259
5 Das empirische Phänomen: Der Umbau des Staates bzw. das Verschwinden von 1 Millionen Beamten
260
6 Neue Handlungsansätze und -instrumente
262
7 Zur Ausgangsfrage nach dem aktivierenden Staat und Governance
264
Anmerkungen
265
Tabellenverzeichnis
265
Literatur
266
Reforming the Machinery of Government: The Case of the German Federal Bureaucracy
270
1 The German Federal Government: A Leader or Laggard in Public Sector Reform?
271
2 Selling the “Family Silver”? Privatization of Federal Assets
272
2.1 Transportation Sector
273
2.2 Telecommunication and Postal Services
275
3 Streamlining the Federal Bureaucracy and Cutting Back its Workforce
277
3.1 Cutbacks in the Federal Workforce
279
3.2 Introducing New Steering Models in the Federal Bureaucracy
280
4 Adjusting the Regulatory Framework for Public Sector Employment
283
5 Concluding Thoughts
286
References
286
Leadership in Regional Cooperation
292
1 Introduction
293
2 The Venue for Leadership: Regional Cooperation and Regional Governance
293
2.1 “Classical” Regional Cooperation
293
2.2 New Types of Cooperation
294
2.3 Varying Governance Requirements
296
3 Leadership or Leaderships?
300
3.1 Joint Action: Communication – Relation to Power
300
3.2 Leaders’ Diverse Habitats
301
3.3 Transformational and Transactional Leadership – Heroic Leaders or Leaders as Servants and Partners?
302
3.4 More Female Leaders?
303
3.5 Location of Leaders in the Hierarchy
304
3.6 New Challenges and Pervasive Leadership Deficits
304
3.7 “Loosely Coupled Systems” and Leadership
305
3.8 Stability of Regional Cooperation: The Exit Option and Leadership
306
3.9 Pervasive Requisite for any Leadership: Trust
306
4 Conclusion
307
Endnotes
308
List of Tables
309
References
310
Finding a Focus for Local Political Leadership: Performance, Party, Public or Partners?
314
1 Introduction
315
2 Comparative Local Political Management Reform
315
3 Understanding the Exercise of Local Political Leadership
317
4 The Local Government Modernisation Agenda in the UK
319
5 Political Management Reform in England
321
5.1 Changing Institutional Frameworks for Leadership
323
5.2 Changing Leadership Roles
326
5.3 The Focus of the New Executive Leadership
328
6 Conclusion
332
List of Tables
333
Endnotes
333
References
333
5 Changes in Organisational Leadership
337
Leadership in a Managerial Context
338
1 Introduction
339
2 What is Leadership?
341
2.1 Leadership as a Personal Attribute
341
2.2 Leadership as Position
344
3 Leadership in the Strictly Administrative System
346
3.1 The Importance of Impersonality
349
4 Leadership in the Managerial Model
351
4.1 Personal or Positional Leadership?
353
5 Is Leadership Separable from Management?
355
6 Conclusion
358
References
359
Politics-Management Relations in an Agency Context: The Case of Centrelink
362
1 Introduction
363
2 Political and Management Models
364
3 Reform Environment
366
4 Centrelink’s Origins
368
4.1 Problems and Policy Options in the New Reform Environment
368
4.2 Choices of Agency Form and Underlying Models
370
5 Political Relationships
371
6 Managerial Relationship
373
7 Explanations
375
7.1 Models in Contention
376
7.2 Rise of Integrated Governance and Agency Flexibility
376
8 Conclusion
379
Endnotes
380
References
381
Management Changes and Adapting Leadership Practices: The Case of the Shared Services Initiative of the Queensland State Government
384
1 Introduction: Problems and Questions
385
2 The Methodological Concept of Benchmarking for Identifying Best Practices
387
3 Complementing Management Change with Leadership Concepts
389
3.1 Normative Criteria from the Shared Services Initiative Model of Management Change
389
3.2 Practices for Setting up an Overall Management Structure for Shared Services Providers
392
3.3 Practices to Adjust the Internal Management Structure
398
4 Provisional Assessment
406
Endnotes
410
List of Tables
410
Ansätze einer geänderten Verwaltungssteuerung in der Praxis
414
1 Vorbemerkung
415
2 Verwaltungssteuerung in der Senatsverwaltung für Inneres Berlin
416
2.1 Struktur
416
2.2 Grundzüge der Steuerung
417
2.3 Bisherige Zielerreichung
418
2.4 Erfolgreiche Entwicklung der Berliner Bürgerämter durch ganzheitliche Steuerung
419
2.5 Steuerung interner Serviceleistungen
423
2.6 Zwischenfazit
424
3 Auf die Kultur kommt es an
425
4 Forderungen an die Zukunft
428
Anmerkungen
429
Literatur
431
Wirkungsorientiertes Management in öffentlichen Dienstleistungseinheiten – Neue Anforderungen an die Führung
434
1 Einleitung
435
2 Die Flexibilisierungsklausel
436
3 Die geplante Haushaltsrechtsreform des Bundes
437
4 Das neue Führungsmodell im Bundeskanzleramt
438
5 Selbstevaluation mit dem Common Assessment Framework - CAF in einer Sektion des Bundeskanzleramtes (BKA)
439
6 Drei Bezirkshauptmannschaften lernen voneinander
439
7 Kontraktmanagement in der Stadtverwaltung Wien
440
8 Neue Anforderungen an die Führungskräfte
441
8.1 Visionäres Denken zulassen und Missionen klären
441
8.2 Zielfindungsprozesse sind anspruchsvoll
442
8.3 Richtiges und gutes Delegieren will gelernt sein
442
8.4 Offenheit für Neues, für Anderes und Interesse an einer kontinuierlichen Ergebnisverbesserung
442
8.5 Ganzheitliches Führungsverständnis ist gefragt
443
8.6 Regelmäßige Selbstevaluation ist schwer aber notwendig
443
9 Schlussbemerkungen
444
Anmerkungen
444
Literatur
445
6 Changes in Individual Leadership
447
Turning Leadership into Performance Management
448
1 Introduction
449
2 Governance and Current Concepts of Leadership
450
3 Discussing Leadership Approaches
452
3.1 The Trait Approach
452
3.2 The Functional Approach
453
3.3 Behavioural Approaches
453
3.4 Power-influence Approach
454
3.5 Situational and Contingency Theories
454
3.6 Transformational and Charismatic Leadership
455
3.7 Servant and Distributional Leadership
456
4 Managing and Improving Performance
456
4.1 Performance Management
458
4.2 Some Benefits and Critiques of Performance Management
460
5 Case Study: Leadership and Performance Management in the British Senior Civil Service
462
5.1 The Performance Management System
462
5.2 Leadership in the Senior Civil Service
464
Personenbezogene Führung als Context Setting - Knee Deep in the Big Muddy?
476
1 Problemhintergrund
477
1.1 Asymmetrien
479
1.2 Hollowing Out ?
482
2 Personenbezogene Führung
486
2.1 Personenbezogene Führung als Untersuchungsobjekt
486
2.2 Personenbezogene Führung als Tool
489
2.3 Personenbezogene Führung als Strukturelement
490
3 Context Setting
492
3.1 Management des Führungskontextes
493
3.2 Personenbezogene Führung als Context Setting
494
4 Resume
495
Anmerkungen
497
Literaturverzeichnis
499
Managing Motivation: Verhaltensannahmen und Personalsteuerung im New Public Management
504
1 Die Ökonomisierung der öffentlichen Verwaltung
505
2 New Public Management – Facetten eines ökonomisierten Steuerungsverständnisses
506
3 ‚Avoiding the negative’ – zum motivationalen Verständnis des New Public Managements
508
4 Seelenmassage oder Sanktionen – Motivationale Grundlagen des Verwaltungsmanagements
510
4.1 Intrinsische Motivation: Definition und Relevanz
510
4.2 Extrinsische Motivation: Definition und Relevanz
512
4.3 Intrinsische und extrinsische Motivation im dynamischen Wechselspiel
514
5 Die Endogenisierung von Motivationen als Gestaltungs-a priori eines New Public Managements
519
6 Die Dynamik von Motivationen und die Steuerung von Verwaltungsorganisationen – konzeptionelle Überlegungen für ein motivationsbasiertes Verwaltungsmanagement
521
Abbildungsverzeichnis
525
Anmerkungen
525
Literaturverzeichnis
526
Do Extrinsic Rewards Enhance Organizational Citizenship Behavior? A Study of Public Sector Organizations
532
1 Introduction
533
2 (Social) Exchange, Extrinsic Rewards and OCB
534
3 Pay for Performance and OCB in German Public Sector Organizations Empirical Setting, Measures and Data
536
4 Results of Regression Analysis and Discussion
542
5 Managerial and Research Implications
546
List of Tables
547
References
548
Leadership and Ethics in a Managerialist Context
554
1 Introduction: Searching for Leaders in the Managerial Quagmire
555
2 The Challenge: Economic Rationalism and Changing Ethics
558
3 Governments' Responses to Declining Ethics
561
3.1 Leading Ethically in Government
563
3.2 Discussion: Ethics, Leadership and Limitations
570
4 Conclusion
573
List of Tables
574
References
574
7 Implementation
583
Success Factors in Implementing Contested Organisational Change – Learning from Private Sector Change Politics
584
1 Introduction
585
2 Theory
587
2.1 The Concepts of Political Arena and Change Coalition
587
2.2 Influencing Factors of Change Coalition Formation: Related Fields of Managerial Action
588
3 Exploring the Micro-politics of Change Coalition Formation – Results from Case Study Research
591
3.1 Research Method, Case Selection and Research Context
591
3.2 Research Results: Managerial Activities Contributing to Change Coalition Formation
593
4 Discussion and Conclusion
598
Endnotes
603
References
603
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