Rethinking Leadership in Local Government: The Place of 'Feminine' Styles in the Modernised Council

Broussine, Michael; Fox, Pam

doi:10.1080/714004162

Cited by 13 publications

(13 citation statements)

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“…One woman described resigning after being bullied by a GM. Broussine and Fox () also found that 27% of women and 19% of men in their survey of senior executives in local government reported being bullied. In the Australian national survey, 45% listed ‘bulling and sexist remarks’ as ‘causes for concern’ (ALGWA : 7).…”

Section: Resultsmentioning

confidence: 93%

“…These observations conform to those of previous research. In their study of executives in English local government, Broussine and Fox () found that women believed they were subject to greater scrutiny than men during the selection process for CEO. Hutchinson et al.…”

Section: Resultsmentioning

confidence: 99%

“…For example, Paddon and Artist () examined the career profiles of female GMs in NSW local government but their sample was limited to four biographies. Broussine and Fox's () study of local government officials in England focused upon leadership styles. Pini and McDonald () examined the use of flexible work practices by men and women employed in local government in Australia.…”

Section: Gender Representation In Australian Local Governmentmentioning

confidence: 99%

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Slow Change at the Top: ‘Old Hands’ and ‘Accidental Executives’ in New South Wales Local Government

Smith-Ruig¹,

Grant

Sheridan³

2015

Aust J Public Adm

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Scholars and practitioners alike have recognised that an increased role for women leaders in Australian local government would strengthen the sector, yet little research to date has examined the career paths of non-elected officials. This article combines the gender in organisations literature with career theory to examine the career paths of 16 general managers (GMs) in New South Wales. We found that half the participants had linear career paths based entirely within local government and half had boundaryless careers originating outside the sector. This second cohort consisted overwhelmingly of women. Nevertheless, a high incidence of happenstance characterised both career types. Several participants saw themselves pitted against a gendered (i.e. male) group of 'old hands' who were resistant to change being driven by 'accidental executives', a high proportion of whom were women. The findings have implications for a sector attempting to attract and retain skilled staff, particularly women.

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Section: Resultsmentioning

confidence: 93%

Section: Resultsmentioning

confidence: 99%

Section: Gender Representation In Australian Local Governmentmentioning

confidence: 99%

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Slow Change at the Top: ‘Old Hands’ and ‘Accidental Executives’ in New South Wales Local Government

Smith-Ruig¹,

Grant

Sheridan³

2015

Aust J Public Adm

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“…Within leadership theory, the concept of leadership as enactment and process in relation to others is offered alongside traditional notions of heroic strong macho individual leaders and their associated attributes. These new ways of conceptualising change and leadership co exist alongside traditional notions that continue to be promoted through policy and legislative process (Broussine and Fox, 2002). In this context research that offers alternative ways of thinking about diversity, equality, leadership and change has much to offer to managers who are likely themselves to be experiencing dissonance between the way they would like to take up their roles, and expectations of colleagues and peers within their work setting.…”

Section: Why Not Teachmentioning

confidence: 99%

“…Yet representation in employment and in political decision-making continues to be unequal, while outsourcing of services and recent pay agreements has in some cases exaggerated divisions between employees (Equal Opportunities Commission, 2007;ETUC, 2007). At senior level, research suggests that the introduction of performance cultures through the modernisation agenda produces workplace cultures that promote traditional masculine leadership qualities values and discourages diversity (Broussine and Fox, 2002). This is a concern for equality in employment, but also for access to services that do not reflect the needs and priorities of local communities.…”

Section: Introductionmentioning

confidence: 99%

Why not teach “diversity” to public sector managers?

Page

Oldfield

Urstad³

2008

International Journal of Public Sector Management

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PurposeEquality and diversity are generally positioned as special interests, marginal to the mainstream of social policy teaching and learning. The purpose of this paper is to make the case for shifting equality and diversity out of the margins and into the centre of education for mid career public managers, and offers practical methods for doing so.Design/methodology/approachThe current EU policy framework requires public services to go beyond eliminating discrimination, and to promote equality. The paper suggests that while this offers great opportunities for advancing the cause of social justice, the cultures that predominate in public policy may lead to loss and failure. Academic research and experience demonstrate that these changes are highly complex, touching on issues that are integral to our sense of who we are, and how we relate to each other as educators and students, and as enforcers, beneficiaries and implementers of these policies. The paper touches on deeply held emotions, showing that more exploration of appropriate pedagogical methods is needed.FindingsThe paper finds that only by raising issues of equality and diversity to mainstream social policy teaching and learning is there likely to be a shift in thinking and commitment that will encourage integration of equality measures within management and leadership of public.Originality/valueThe paper offers three dimensions of pedagogy for enabling public service managers to engage with diversity and the equality agenda within educational contexts, and offers three illustrations of pedagogic processes that support this learning.

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Modernizing leadership through private participation: a marriage of inconvenience with public ethos?

Woods

2004

Journal of Education Policy

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Rethinking Leadership in Local Government: The Place of 'Feminine' Styles in the Modernised Council

Cited by 13 publications

References 1 publication

Slow Change at the Top: ‘Old Hands’ and ‘Accidental Executives’ in New South Wales Local Government

Slow Change at the Top: ‘Old Hands’ and ‘Accidental Executives’ in New South Wales Local Government

Why not teach “diversity” to public sector managers?

Modernizing leadership through private participation: a marriage of inconvenience with public ethos?

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