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International Public Management Journal Volume 24, 2021 - Issue 4
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Research Article

Learning to lead with political astuteness

Sophie Yatesa UNSW CanberraCorrespondence[email protected]
ORCID Iconhttps://orcid.org/0000-0003-1912-8509View further author information
ORCID Icon &
Jean Hartleyb The Open UniversityORCID Iconhttps://orcid.org/0000-0002-9488-1894View further author information
ORCID Icon
Pages 562-583 | Received 11 Mar 2020, Accepted 19 Feb 2021, Published online: 19 Mar 2021

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Read on this site (2)

Jette Ernst. (2023) Transformational change in a hospital: how time and history constitute leadership agency. Public Management Review 0:0, pages 1-25.
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Jonathan Culpin & Trevor Male. (2022) Examining the competencies required for leadership of multi-academy trusts. Implications for a case study trust. School Leadership & Management 42:3, pages 293-308.
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Articles from other publishers (2)

Justin Waring, Simon Bishop, Jenelle Clarke, Mark Exworthy, Naomi J Fulop, Jean Hartley, Angus I G Ramsay, Georgia Black & Bridget Roe. (2023) Acquiring and developing healthcare leaders’ political skills: an interview study with healthcare leaders. BMJ Leader 7:1, pages 33-37.
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Shibaab Rahman, Julian Teicher, Julie Wolfram Cox & Quamrul Alam. (2023) Slipstreaming for Public Sector Reform: How Enterprising Public Sector Leaders Navigate Institutional Inertia. Journal of Public Administration Research and Theory 33:1, pages 4-18.
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