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Public Money & Management Volume 31, 2011 - Issue 5: Public Leadership
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Articles

Evaluating public leadership: towards an assessment framework

Paul 't HartCorrespondence[email protected]
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Pages 323-330 | Published online: 04 Aug 2011

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Paul Strangio. (2022) Prime-ministerial leadership rankings: the Australian experience. Australian Journal of Political Science 57:2, pages 180-198.
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Sophie Yates & Jean Hartley. (2021) Learning to lead with political astuteness. International Public Management Journal 24:4, pages 562-583.
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Eric J. Boyer, Aleksey Kolpakov & Hans Peter Schmitz. (2019) Do Executives Approach Leadership Differently When They Are Involved in Collaborative Partnerships? A Perspective from International Nongovernmental Organizations (INGOs). Public Performance & Management Review 42:1, pages 213-240.
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Brendan McCaffrie. (2013) A contextual framework for assessing reconstructive prime ministerial success. Policy Studies 34:5-6, pages 618-637.
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Brendan McCaffrie. (2012) Understanding the Success of Presidents and Prime Ministers: The Role of Opposition Parties. Australian Journal of Political Science 47:2, pages 257-271.
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Articles from other publishers (10)

Heike M Grimm & Charlotte L Bock. (2022) Entrepreneurship in public administration and public policy programs in Germany and the United States. Teaching Public Administration 40:3, pages 322-353.
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Juan Pablo Araya-Orellana. (2021) Assessment of the Leadership Styles in Public Organizations: an Analysis of Public Employees Perception. Public Organization Review 22:1, pages 99-116.
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James Weinberg. (2020) Can Political Trust Help to Explain Elite Policy Support and Public Behaviour in Times of Crisis? Evidence from the United Kingdom at the Height of the 2020 Coronavirus Pandemic. Political Studies, pages 003232172098090.
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Falk Ebinger, Sylvia Veit & Nadin Fromm. (2019) The partisan–professional dichotomy revisited: Politicization and decision‐making of senior civil servants. Public Administration 97:4, pages 861-876.
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Charmaine Belfanti. (2017) Emotional capacity in the public sector – an Australian review. International Journal of Public Sector Management 30:5, pages 429-446.
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Matthew Laing & Brendan McCaffrie. (2017) The Impossible Leadership Situation? Analyzing Success for Disjunctive Presidents. Presidential Studies Quarterly 47:2, pages 255-276.
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Paul 't Hart & David Schelfhout. (2015) Assessing prime-ministerial performance in a multiparty democracy: The Dutch case. Acta Politica 51:2, pages 153-172.
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NIELS KARSTEN. (2015) SCRUTINIZE ME, PLEASE! THE DRIVERS, MANIFESTATIONS AND IMPLICATIONS OF ACCOUNTABILITY-SEEKING BEHAVIOUR. Public Administration 93:3, pages 684-699.
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JEAN HARTLEY, JOHN ALFORD, OWEN HUGHES & SOPHIE YATES. (2015) PUBLIC VALUE AND POLITICAL ASTUTENESS IN THE WORK OF PUBLIC MANAGERS: THE ART OF THE POSSIBLE. Public Administration 93:1, pages 195-211.
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Anne Stevens. 2012. Comparative Political Leadership. Comparative Political Leadership 207 226 .

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