Leadership in Public Services Networks: Antecedents, Process and Outcome

Currie, Graeme; Grubnic, Suzana; Hodges, Ron

doi:10.1111/j.1467-9299.2011.01931.x

Cited by 78 publications

(76 citation statements)

References 57 publications

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“…In contrast, those studies that conceptualize leadership in interorganizational networks against the backdrop of hierarchical and heterarchical settings seem to view the influence of the lead organization to be rather more limited (e.g. Connelly 2007; Currie et al . 2011).…”

Section: Resultsmentioning

confidence: 99%

“…2008), although some studies have addressed heterarchical networks, or both settings (e.g. Currie et al . 2011; Ritala et al .…”

Section: Resultsmentioning

confidence: 99%

“…IMA Spa, the industrial packaging machine firm analysed as a leading firm, began with a hierarchical form of leadership and ended up with a more heterarchical form, in which the influence of the leading firm decreased (cf. Currie et al . 2011; Ritala et al .…”

Section: Resultsmentioning

confidence: 99%

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Leadership in Interorganizational Networks: A Literature Review and Suggestions for Future Research

Müller‐Seitz

2011

Int J Management Reviews

160

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The present review is an investigation of the ways in which interorganizational networks coordinate their activities for the benefit of all parties. In this context ‘interorganizational networks’ consist of three or more separate, collaborating entities, and the question of their leadership has been well researched in a number of disciplines. Its interest to economic actors is growing. However, the findings of studies that have focused on leadership in such networks are somewhat incoherent. As demonstrated in the present review, this incoherence largely results from the consideration of different forms of network (e.g. hierarchical vs heterarchical), levels of analysis (e.g. organizational vs network), and terms used to describe the phenomena (e.g. governance or orchestration, quite apart from leadership). Against this background, the present review contributes to the body of knowledge on this topic in two main areas. First, the literature is reviewed in order to provide an overview of the key characteristics of forms of network and levels of analysis. Moreover, the view that leadership in such networks influences all members in order to ‘make things happen’ is suggested. Secondly, future avenues of research are identified in order to stimulate progress in this important area of study.

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Section: Resultsmentioning

confidence: 99%

“…2008), although some studies have addressed heterarchical networks, or both settings (e.g. Currie et al . 2011; Ritala et al .…”

Section: Resultsmentioning

confidence: 99%

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Leadership in Interorganizational Networks: A Literature Review and Suggestions for Future Research

Müller‐Seitz

2011

Int J Management Reviews

160

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“…Bennister et al (, p. 2) put it well when they note that the ‘study of political leadership has moved both inward to a deeper understanding of leaders and outward to gain a clearer grasp of the interactions, institutions, and contexts that can enable or limit a leader’. Leadership has been recognized as being of ‘crucial importance’ (Currie et al ) in understanding organizational change (Pettigrew ; Hood ; Wilson ). According to Van Wart (, p. 523), the interest in leadership extends beyond academic sensibilities to the broader public such that ‘an important factor in the success of the public sector is popular sentiment about the importance of good public leadership’.…”

Section: Public Leadershipmentioning

confidence: 99%

Strategic change, leadership and accounting: A triptych of organizational reform

Carter

Spence

McKinlay

2019

Public Administration

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Strategic change in public sector organizations has been well documented. This article suggests that public management research would benefit from a greater appreciation of how calculative practices are deeply imbricated with, and constitutive of, organizational life. In turn, the article argues that the field of interdisciplinary accounting has much to learn from public administration, especially in terms of leadership. The overarching argument is that understanding strategic change in public organizations can be enhanced by bringing together insights from the academic fields of public administration and interdisciplinary accounting. In this respect, organizational reform can be understood as a triptych, involving strategic change, leadership and accounting practices. We illustrate this thesis through a case study of strategic change in the world's largest public service broadcaster—the British Broadcasting Corporation (BBC). It is shown how, during the tenure of one organizational leader—John Birt—accounting became pivotal to his leadership.

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“…This is different from shared leadership which involves two or more parties jointly exercising leadership (Crosby and Bryson 2005); here, leadership is increased in organizations by distributing new tasks among actors. Recently, Currie et al (2011, p. 244) also discuss distributed leadership in services networks.…”

Section: Framework For Increased Executive Initiative‐takingmentioning

confidence: 99%

Public Agency Leadership: The Impact of Informal Understandings With Political Appointees on Perceived Agency Innovation in Taiwan

Berman

Chen

Jan

et al. 2012

Public Administration

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In Taiwan's post‐democratization, public managers reduced their leadership and initiative‐taking, thereby creating concerns about public sector leadership. This article defines the concept of informal ‘executive initiative understandings' (EIUs) between political appointees and career executives, and examines how such understandings affect public managers' efforts and agency leadership. Based on an in‐person survey of Taiwan central government executives, findings show that: (1) about half of senior career executives agree that they have an informal understanding with appointees' about their initiative‐taking; and (2) having an EIU significantly and strongly increases executives' efforts and perceptions of agency innovation. This study also finds (3) that EIUs are associated with executives' public service motivation, perceptions of appointees' competence, and executives and appointees having similar political views. This article concludes with suggestions for increasing executive initiative‐taking in public agencies.

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Leadership in Public Services Networks: Antecedents, Process and Outcome

Cited by 78 publications

References 57 publications

Leadership in Interorganizational Networks: A Literature Review and Suggestions for Future Research

Leadership in Interorganizational Networks: A Literature Review and Suggestions for Future Research

Strategic change, leadership and accounting: A triptych of organizational reform

Public Agency Leadership: The Impact of Informal Understandings With Political Appointees on Perceived Agency Innovation in Taiwan

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