Emerald | International Journal of Leadership in Public Services, The | Table of Contents

The challenges and opportunities in contemporary public sector leadership

literatinetwork@emeraldinsight.com (John Tizard) — Fri, 16 Nov 2012 00:00:00 +0000

Abstract

Purpose – Public services will face major challenges over the next decade; severe financial pressures and cuts; growing demand; raising public and user expectations; decentralisation and community empowerment; opportunities to deploy new technology; and global competition. This will result in a changing relationship between citizen and services users with the state and service providers. The purpose of this paper is to discuss the challenges and opportunities in contemporary public sector leadership which face executive leaders. Design/methodology/approach – The paper considers what public service leaders will need to do; how they will need to behave; and the competencies and styles of leadership that will be required. It is a commentary and thought piece based on the author's wide experience, conversations with leaders from all sectors in the UK and his advisory and research projects. Findings – There will be a paradigm shift in the relationship between the business, public, social and third sectors and this will require more effective collaboration between the sectors. The result of these far-reaching changes is the need for a strong, outcome focused and collaborative leadership across all sectors, and specifically in the public sector. Leadership will be critical. Originality/value – This article provides challenge and advice for leaders in the public sector and in the business, social and third sectors who work with the public sector and are responsible for public service delivery. It should enable leaders and potential leaders to consider how they can develop and practise collaborative leadership personally and within their organisations.

A uniform experience? Reflections on implementing rules into practice

literatinetwork@emeraldinsight.com (Karen Norman) — Fri, 16 Nov 2012 00:00:00 +0000

Abstract

Purpose – The purpose of this paper is to explore the appropriateness of the term “implementing into practice” when describing the way nurse managers attempt to ensure staff compliance with hospital policy. Design/methodology/approach – A narrative exploration of an unexpectedly difficult interaction with a nurse concerning their non-adherence to uniform policy, drawing on the theoretical frameworks of writers such as Mead, Stacey and Elias. Findings – Personal and shared reflections on this surprising interaction have uncovered many layers of complexity, not only in an individual's adherence or non-adherence to policy, but also in the whole process of determining and communicating the need for behavioural changes. Originality/value – Though “implementing into practice” is commonly used in reference to the nurse manager's responsibility for compliance with hospital policy, the term is misleading and appears to derive from taken-for-granted assumptions about organisational systems and models of communication. The nurse manager cannot control staff behaviour; and while their intervention does have some influence on the outcome, they in turn are also influenced by ongoing processes of interaction and reflective adaptation that cannot be predicted. This article demonstrates how the behaviour of staff within an organisation is not directed by the nurse manager, but co-created in continuous interactions through which every participant contributes to the shaping of complex factors that have the potential to influence the development of a policy as well as its degree of acceptance.

Changing values in the modern public sector: the need for value-based leadership

literatinetwork@emeraldinsight.com (Tor Busch, Grete Wennes) — Fri, 16 Nov 2012 00:00:00 +0000

Abstract

Purpose – The past 30 years have been a period marked by extensive modernisation programmes in the public sector. Principles taken from the New Public Management agenda have been adopted, and market solutions have been implemented across a broad range of service areas. These reforms have challenged the existing organisational culture of many public sector institutions. The purpose of this paper is to examine whether there has been a detectable change in the dominant values found in professional organisations within the public sector over the past decade, and if so, what challenges the leaders are faced with as a result of these changes. Design/methodology/approach – The empirical data are based on a quantitative survey of leaders in a large Norwegian municipality with a total population of 189 such leaders. Of these, 155 returned the questionnaires, giving a response rate of 82 per cent. Findings – The results of the study show that two central values connected to the New Public Management agenda have gained increased importance over recent years – namely “meeting the needs of individual users”, and “renewal/innovation”. Of the listed values perceived as having become more important, these were ranked as the top two. At the same time, values traditionally associated with the public ethos continue to enjoy a strong position, whereas purely economic values remain relatively insignificant. Research limitations/implications – All in all, this study shows that the landscape of values in the public sector is changing, and there are strong indications that traditional values have come under pressure from new values embedded in the on-going institutional reforms. Originality/value – The paper shows that in a situation where values are changing, leaders may need to put greater emphasis on value-based leadership.

Improving Global Health: a win-win for leadership development and a fairer world?

Fri, 16 Nov 2012 00:00:00 +0000

Abstract

Purpose – Improving Global Health is a one year leadership scheme which places trainee doctors and more experienced nurses, midwives and AHPs in a developing country (Cambodia or Tanzania) to develop leadership and quality improvement skills while contributing to Millennium goals in the developing countries. The purpose of this paper is to report on an independent evaluation of the programme, with the purpose of highlighting lessons learned to inform other leadership development initiatives, and in particular to highlight the vital importance of a receptive NHS environment if maximum value is to be gained from investment in clinical leadership. Design/methodology/approach – The evaluation methodology comprised literature review; review of documentation, including on line questionnaires to Fellows; interviews with stakeholders and attendance at key scheme events in July-September 2011. Fellows who had completed an overseas placement in either Cambodia or Tanzania during 2009-2010 were interviewed using a semi structured questionnaire. Mentors and Steering Group members were interviewed using an amended version of the Fellows' questionnaire. Findings – Impact was found at the level of personal development; working collaboratively; and understanding the value of audit, teaching and quality improvement. There was some impact on the NHS, however, the majority of Fellows struggled to find opportunities to apply their learning immediately on return from their overseas placement. Research limitations/implications – Resource and time constraints meant that achievements in meeting Millennium goals were excluded from the evaluation; the authors' working assumption is that only Fellows who enjoyed the Fellowship responded to the invitation to take part; judging the extent to which the Fellowship meets its goal of creating a cadre of improvement champions in the NHS will require time to elapse. Practical implications – Lessons from implementation of this Fellowship scheme are transferable to the wider NHS. Originality/value – The paper provides lessons on the design of leadership schemes intended to develop quality improvement skills, particularly for clinicians at an early career stage, illustrates the potential of a placement in a developing country to achieve this, and highlights the importance of a receptive NHS environment to realise maximum benefit from investment in leadership development.

Betrayal: an inevitable part of leadership?

literatinetwork@emeraldinsight.com (Ben Fuchs, Robin Shohet) — Fri, 16 Nov 2012 00:00:00 +0000

Abstract

Purpose – The purpose of this paper is to bring to light how betrayal can be found between individuals in organizations, and gives examples of how this can be avoided and managed effectively to create more collaborative and supportive working environments. Design/methodology/approach – This is a viewpoint paper which discusses how betrayal is viewed and responded to by leaders in organizations. This paper makes use of the authors' personal experiences of leadership. Findings – This article proposes a framework for recognizing patterns in behavior in organizations; especially between individuals, from which feelings of betrayal can occur. Research limitations/implications – The article describes “betrayal” in the context of small, medium and large organizations; however this is deemed to be something which is defined by the individual who has experienced the feelings of betrayal, making this a difficult concept to define universally. Practical implications – The findings in this viewpoint can be applied to experiences of leadership and betrayal across the public sector. Originality/value – This paper explains that naming the feeling of betrayal enables the proposal of a new framework, in which patterns in behavior can be identified which will enable leaders to understand their own responses and those of their employees. This will allow leaders be more readily aware of the “psychological contract” which exists between them and their colleagues, and to learn how to manage their relationships more effectively in light of this and the subtle expectations of their employees.

Recognising the challenges of local government leadership

literatinetwork@emeraldinsight.com (John Tatam) — Fri, 16 Nov 2012 00:00:00 +0000