Leadership and innovation in the public sector

This article considers the nature and role of leadership in three ideal types of public management innovation: politically-led responses to crises, organizational turnarounds engineered by newly-appointed agency heads, and bottom-up innovations initiated by front-line public servants and middle mana...

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Published inLeadership & organization development journal Vol. 23; no. 8; pp. 467 - 476
Main Author Borins, Sandford
Format Journal Article
LanguageEnglish
Published Bradford MCB UP Ltd 01.12.2002
Emerald Group Publishing Limited
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Abstract This article considers the nature and role of leadership in three ideal types of public management innovation: politically-led responses to crises, organizational turnarounds engineered by newly-appointed agency heads, and bottom-up innovations initiated by front-line public servants and middle managers. Quantitative results from public sector innovation awards indicate that bottom-up innovation occurs much more frequently than conventional wisdom would indicate. Effective political leadership in a crisis requires decision making that employs a wide search for information, broad consultation, and skeptical examination of a wide range of options. Successful leadership of a turnaround requires an agency head to regain political confidence, reach out to stakeholders and clients, and to convince dispirited staff that change is possible and that their efforts to do better will be supported. Political leaders and agency heads can create a supportive climate for bottom-up innovation by consulting staff, instituting formal awards and informal recognition for innovators, promoting innovators, protecting innovators from control-oriented central agencies, and publicly championing bottom-up innovations that have proven successful and have popular appeal.
AbstractList This article considers the nature and role of leadership in three ideal types of public management innovation: politically-led responses to crises, organizational turnarounds engineered by newly-appointed agency heads, and bottom-up innovations initiated by front-line public servants and middle managers. Quantitative results from public sector innovation awards indicate that bottom-up innovation occurs much more frequently than conventional wisdom would indicate. Effective political leadership in a crisis requires decision making that employs a wide search for information, broad consultation, and skeptical examination of a wide range of options. Successful leadership of a turnaround requires an agency head to regain political confidence, reach out to stakeholders and clients, and to convince dispirited staff that change is possible and that their efforts to do better will be supported. Political leaders and agency heads can create a supportive climate for bottom-up innovation by consulting staff, instituting formal awards and informal recognition for innovators, promoting innovators, protecting innovators from control-oriented central agencies, and publicly championing bottom-up innovations that have proven successful and have popular appeal.
This article considers the nature and role of leadership in three ideal types of public management innovation politicallyled responses to crises, organizational turnarounds engineered by newlyappointed agency heads, and bottomup innovations initiated by frontline public servants and middle managers. Quantitative results from public sector innovation awards indicate that bottomup innovation occurs much more frequently than conventional wisdom would indicate. Effective political leadership in a crisis requires decision making that employs a wide search for information, broad consultation, and skeptical examination of a wide range of options. Successful leadership of a turnaround requires an agency head to regain political confidence, reach out to stakeholders and clients, and to convince dispirited staff that change is possible and that their efforts to do better will be supported. Political leaders and agency heads can create a supportive climate for bottomup innovation by consulting staff, instituting formal awards and informal recognition for innovators, promoting innovators, protecting innovators from controloriented central agencies, and publicly championing bottomup innovations that have proven successful and have popular appeal.
This article considers the nature and role of leadership in three ideal types of public management innovation: 1. politically-led responses to crises, 2. organizational turnarounds engineered by newly-appointed agency heads, and 3. bottom-up innovations initiated by front-line public servants and middle managers. Quantitative results from public sector innovation awards indicate that bottom-up innovation occurs much more frequently than conventional wisdom would indicate. Successful leadership of a turnaround requires an agency head to regain political confidence, reach out to stakeholders and clients, and to convince dispirited staff that change is possible and that their efforts to do better will be supported. Political leaders and agency heads can create a supportive climate for bottom-up innovation by consulting staff, instituting formal awards and informal recognition for innovators, promoting innovators, protecting innovators from control-oriented central agencies, and publicly championing bottom-up innovations that have proven successful and have popular appeal.
Author Borins, Sandford
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Snippet This article considers the nature and role of leadership in three ideal types of public management innovation: politically-led responses to crises,...
This article considers the nature and role of leadership in three ideal types of public management innovation politicallyled responses to crises,...
This article considers the nature and role of leadership in three ideal types of public management innovation: politically‐led responses to crises,...
This article considers the nature and role of leadership in three ideal types of public management innovation: 1. politically-led responses to crises, 2....
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SubjectTerms Bottom up decision making
Case studies
Crisis
Decision making
Developing countries
Employee empowerment
Information technology
Innovation
Innovations
Interest groups
LDCs
Leadership
Managers
Middle management
Organizational change
Political leadership
Politicians
Public sector
Technological change
Turnaround management
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Title Leadership and innovation in the public sector
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Volume 23
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