Public Leadership—Perspectives and Practices
Table of Contents
- Acknowledgements
- Contributors
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- Editors
- Authors
- 1. Understanding Public Leadership: An Introduction
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- Aims of this book
- The nature of public leadership
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- Political leadership
- Administrative leadership
- Civic leadership
- Understanding public leadership: analytical perspectives
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- Leader-centred approaches
- Relational approaches
- Institutional approaches
- Contextual approaches
- Performative approaches
- Ethical approaches
- Australian public leadership in comparative perspective
- This volume
- References
- Part I. Democracy and Public Leadership
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- 2. The Neglected Problem of Democratic Leadership
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- Introduction
- The question ignored
- The elitist flight from democracy
- The democratic flight from leadership
- Conclusion
- References
- 3. Distributed Authority in a Democracy: The Lattice of Leadership
Revisited
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- Introduction
- Leadership in all shapes and sizes
- The constitution of public leadership
- All lattice, no leadership?
- Conclusion
- References
- 4. Towards Leader Democracy?
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- Introduction
- Leader democracy: Weber and beyond
- The dominance of leaders today
- Leonine leaders and elites
- Towards leader democracy?
- References
- Part II. Understanding Public Leadership: Emergent Approaches
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- 5. Identity Confers Power: The New View of Leadership in Social
Psychology
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- Introduction
- What is a social psychological perspective on leadership?
- What have been the main ways in which leadership has been
approached?
- The new view of leadership: self-categorisation and the
psychological group
- Leadership is not a product of personal factors but a group
process
- Influence versus power: beyond leadership as resource
control
- Conclusion: public leadership and organisational
effectiveness
- References
- 6. Leadership as Response not Reaction: Wisdom and Mindfulness in
Public Sector Leadership
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- Introduction
- The dynamics of mental development
- Psychological processes underpinning mental complexity
- Developmental pathologies in leadership
- The development of cognitive-affective complexity: the core
capability of mindfulness
- In conclusion: awareness (perhaps) begets change
- References:
- 7. Bodies and Identities in Constructing Leadership Capital
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- Persona, bodies and leadership capital
- Producing leadership
- Pressures to produce a leadership persona
- Leadership bodies
- How should leaders react?
- Conclusion
- References
- 8. Perceptions of Leadership
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- Introduction
- Strength through luck
- Perceptions of leadership
- Success and strong leadership
- Going wrong
- Conclusions
- References
- 9. History, Biography and Leadership: Grasping Public Lives
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- Do leaders make a difference?
- Understanding leaders: a biographical perspective
- Grasping leadership: types and styles
- Are ‘true’ leaders necessarily radicals?
- Leadership as co-production
- History, biography and leadership studies: a two-way street
- References
- Part III. Spheres of Public Leadership Practices
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- 10. The Institutionalisation of Leadership in the Australian Public
Service
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- Introduction
- Separating indivisibility: from partner adviser to administrative
secretary?
- Service-wide leadership: competition or cooperation?
- The changing loci of leadership: top-down or bottom-up?
- Expressing attributes of leadership: codification versus
convention?
- Parallel or complementary: the institutionalisation of
leadership
- So, is there a conclusion?
- References
- 11. Informal Public Leadership: The Case of Social Movements
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- Introduction
- Social movements as partially, non- or extra-institutional forms of
politics
- Extra-institutional sources of leadership
- Three dimensions of social movement leadership
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- Leaders, followers, actors
- Moral, cultural and ideological innovation
- Social movements and the public sphere
- Interactions between institutional and social movement
leadership
- References
- 12. Outsiders or Insiders? Strategic Choices for Australian Indigenous
Leadership
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- The outsider-insider conundrum
- Forms of indigenous leadership: political, administrative and
civic
- Insider and outsider strategies of indigenous leadership
- Exclusive or complementary roles?
- References
- 13. From Bean-Counter to War Leader: National Security and Australian Public Leadership
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- Introduction
- National security and models of leadership
- ‘We live in a time of war’
- Proof of the pudding
- Conclusion: beyond Howard
- References
- 14. Police Leadership in Australia: Managing Networks
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- Introduction
- The Australian context of policing
- Public leadership and external constituencies
- Network management by Australian police leaders
- Conclusions
- References
- 15. Political and Media Leadership in the Age of YouTube
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- Introduction
- Understanding the media-politics nexus: academic traditions
- The dilemma for politics and media
- The 2007 Federal election campaign: contrasts in leader
projection
- Final remarks
- References
- Part IV. Australian Political Leadership
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- 16. Is There a Command Culture in Politics? The Canberra Case
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- The rise of the command culture
- From dispersed to concentrated leadership
- Command in action: the NT intervention case
- Counter-tendencies
- Towards the end of the command culture?
- References
- 17. Leadership Practices: Reflections on Australian Political
Leadership
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- Political leadership: the larger story
- Leadership and public policy
- Leadership credos: engines of policy change
- Beyond leaders: culture and policy continuity
- Political parties and policy differences
- Do all political leaders have credos?
- Organisational factors: towards prime-ministerial
dominance?
- Conclusion
- References
- 18. Styles of Conservative Leadership in Australian Politics
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- Introduction
- Making room for conservative leadership
- Contemporary Australian conservative leadership
- Conclusion
- References
- 19. Reinventing Australian Conservatism in the States
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- Introduction
- Conservative politics in crisis
- A sceptical electorate
- Getting ‘dinkum’: enter Bolte and Askin
- Conclusion: dinkum vs. gravitas in Liberal leadership
styles
- References
- 20. The Retiring Premiers: A New Style of Leadership Transition
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- Leaders who do know when to go
- ‘They will have to carry me out with my boots on’
- The contemporary era compared
- Lessons for the federal sphere?
- Final thoughts
- References
- Part V. Political Leadership: New Zealand
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- 21. Taming Leadership? Adapting to Institutional Change in New Zealand
Politics
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- Introduction
- Political leadership and institutional change
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- Proportional representation: leadership through legislative
bargaining
- Coalition government: leadership through inclusion and
compromise
- Cartel parties: leadership through personalisation
- Understanding and adapting to institutional change: leadership
challenges
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- Understanding the leadership impact of institutional
change
- From party mobiliser to coalition manager: the new prime
ministership
- Implications for party leadership selection
- Conclusion: a robust trend?
- References
- 22. Comparing Pathways to Power: Women and Political Leadership in New
Zealand
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- Introduction
- Accessing leadership
- Women leaders acting for women?
- Discussion
- Conclusion
- References
- 23. Are Women Leaders Different? Margaret Thatcher and Helen
Clark
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- Introduction
- Conclusion
- References