By Eileen Milner, Paul Joyce
Using overseas case research fabric, this booklet examines how principles of visionary management were constructed and discusses their applicability to the general public area. The ebook covers:
- the tensions which could come up among administrative/bureaucratic traditions and the management types required today
- the dating among political management and organizational leadership
- different methods which have been followed via public carrier leaders in corporations all over the world and their point of success
- the quantity to which current theories of management are applicable for a brand new administration context.
A welcome boost to the present literature, this publication can be necessary studying for college students of public management in addition to practitioners and coverage makers within the public services.
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These actions were classified into a smaller number of action themes: gaining external support, building internal capacity, developing technical expertise, utilising training, taking symbolic actions, developing new programme thrusts, empowering key constituencies, developing alternative sources of revenue, responding to opposition, and co-aligning streams of strategic action. The list of action themes is interesting. The first and second items on the list— gaining external support and building internal capacity—put us in mind of Heymann’s (1987) model of strategic management in the public sector, which emphasises the way a strategic plan is intended to develop external support and organisational capacity to achieve a strategic vision that relates to social need.
People were affected by the ideas and language of leaders. They acted upon the new concepts and values. 22 LESSONS IN LEADERSHIP ‘The strategic language of the director nullified past issues, prior operating philosophies, and traditional practices in the department while giving form and substance to a new strategic direction. Through such language, numerous opportunities were opened for new ideas, actions, policies and programs. ’ (Frost-Kumpf et al. 1993:151) This is, perhaps, the best evidence we have that visionary leaders who communicate new ideas and new futures can encourage action by people in their organisations and that this can be very important to the realisation of transformational change.
Goffee and Jones 2002:4) IN SEARCH OF LEADERSHIP 43 Leadership, it would appear, is characterised by largely mercurial characteristics. It can be everywhere in an organisation, it can be largely absent, and yet neither extreme provides an absolute indicator of likely success. Crainer, in reviewing definitions of leadership, put aside his scholarly search having found some 400 which he felt were defensible and his caution that theoretical perspectives represent ‘a veritable minefield of misunderstanding through which… practitioners must tread warily’, is a wise one (Crainer 1996:xiii).