1,754
Views
14
CrossRef citations to date
0
Altmetric
Original Articles

Mobilizing Change in Public Services: Insights from a Systems Leadership Development Intervention

, &

References

  • Ansell, C., & Gash, C. (2012). Stewards, mediators, and catalysts: Toward a model of collaborative leadership. The Innovation Journal: The Public Sector Innovation Journal, 17(1), article 7.
  • Atkinson, J., Loftus, E., & Jarvis, J. (2015). The art of change making. London, UK: Leadership Centre.
  • Bolden, R. (2011). Distributed leadership in organizations: A review of theory and research. International Journal of Management Reviews, 13(3), 251–269. doi:10.1111/ijmr.2011.13.issue-3
  • Bryson, J., Sancino, A., Benington, J., & Sørensen, E. (2017). Towards a multi-actor theory of public value co-creation. Public Management Review, 19(5), 640–654. doi:10.1080/14719037.2016.1192164
  • Bryson, J. M., Crosby, B. C., & Bloomberg, L. (2014). Public value governance: Moving beyond traditional public administration and the new public management. Public Administration Review, 74(4), 445–456. doi:10.1111/puar.12238
  • Carter, D. R., DeChurch, L. A., Braun, M. T., & Contractor, N. (2015). Social network approaches to leadership: An integrative conceptual review. The Journal of Applied Psychology, 100(3), 597–622. doi:10.1037/a0038922
  • Comfort, L., & Resodihardjo, S. L. (2013). Leadership in complex adaptive systems. International Review of Public Administration, 18(1), 1–5. doi:10.1080/12294659.2013.10805236
  • Connell, R., Fawcett, B., & Meagher, G. (2009). Neoliberalism, new public management and the human service professions: Introduction to the special issue. Journal of Sociology, 45(4), 331–338. doi:10.1177/1440783309346472
  • Contractor, N. S., DeChurch, L. A., Carson, J., Carter, D. R., & Keegan, B. (2012). The topology of collective leadership. The Leadership Quarterly, 23, 994–1011. doi:10.1016/j.leaqua.2012.10.010
  • Crosby, B. C., & Bryson, J. (2010). Integrative leadership and the creation and maintenance of cross-sector collaborations. The Leadership Quarterly, 21, 211–230. doi:10.1016/j.leaqua.2010.01.003
  • Cullen-Lester, K. L., & Yammarino, J. F. (2016). Collective and network approaches to leadership: Special issue introduction. The Leadership Quarterly, 27(2), 173–180. doi:10.1016/j.leaqua.2016.02.001
  • Day, D. V. (2000). Leadership development: A review in context. The Leadership Quarterly, 11, 581–613. doi:10.1016/S1048-9843(00)00061-8
  • Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E., & McKee, R. A. (2014). Advances in leader and leadership development: A review of 25 years of research and theory. The Leadership Quarterly, 25, 63–82. doi:10.1016/j.leaqua.2013.11.004
  • Denhardt, J. V., & Denhardt, R. B. (2011). New public service: Serving, not steering (3rd ed.). Armonk, NY: M. E. Sharpe.
  • Denis, J. L., Langley, A., & Sergi, V. (2012). Leadership in the plural. The Academy of Management Annals, 6(1), 211–283. doi:10.5465/19416520.2012.667612
  • Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), 36–62. doi:10.1016/j.leaqua.2013.11.005
  • Fairhurst, G. T., & Sarr, R. A. (1996). The art of framing: Managing the language of leadership (1st ed.). San Francisco, CA: Jossey-Bass.
  • Farazmand, A. (2003). Chaos and transformation theories: A theoretical analysis with implications for organization theory and public management. Public Organization Review: A Global Journal, 3, 339–372. doi:10.1023/B:PORJ.0000004814.35884.a3
  • Ghate, D., Lewis, J., & Welbourn, D. (2013). Systems Leadership: Exceptional leadership for exceptional times - synthesis report. Nottingham, UK: Virtual Staff College.
  • Gosling, J., Bolden, R., & Petrov, G. (2009). ‘Distributed leadership in higher education: What does it accomplish? Leadership, 5, 299–310. doi:10.1177/1742715009337762
  • Grint, K. (2005). Problems, problems, problems: The social construction of “leadership”. Human Relations, 58(11), 1467–1494. doi:10.1177/0018726705061314
  • Grint, K. (2008). Wicked problems and clumsy solutions: The role of leadership. Clinical Leader, 1(2), 54–68.
  • Gronn, P. (2002). Distributed leadership as a unit of analysis. The Leadership Quarterly, 13, 423–451. doi:10.1016/S1048-9843(02)00120-0
  • Hambleton, R. (2014). Leading the inclusive city: Place-based innovation for a bounded planet. Bristol, UK: The Policy Press.
  • Hambleton, R. (2017). The super-centralisation of the English state – Why we need to move beyond the devolution deception. Local Economy, 32(1), 3–13. doi:10.1177/0269094216686296
  • Hargreaves, D. (2007). The true meaning of system leadership. Presentation at National College for School Leadership, Nottingham.
  • Hartley, J. (2011). Political leadership. In A. Bryman, D. Collinson, K. Grint, B. Jackson, & M. Uhl-Bien (Eds.), The Sage handbook of leadership (pp. 203–214). London, UK: Sage.
  • Hatcher, R. (2005). The distribution of leadership and power in schools. British Journal of Sociology of Education, 26, 253–267. doi:10.1080/0142569042000294200
  • Hatcher, R. (2008). System leadership, networks and the question of power. Management in Education, 22(2), 24–30. doi:10.1177/0892020608088801
  • Heifetz, R., & Laurie, D. (1997). The work of leadership. Harvard Business Review, 75(1), 124–134.
  • Heifetz, R. A., Grashow, A., & Linsky, M. (2009). The practice of adaptive leadership: Tools and tactics for changing your organization and the world. Boston, MA: Harvard Business Press.
  • Holm, F., & Fairhurst, G. T. (2018). Configuring shared and hierarchical leadership through authoring. Human Relations, 71(5), 692–721. doi:10.1177/0018726717720803
  • Hopkins, D., & Higham, R. (2007). System leadership: Mapping the landscape. School Leadership & Management, 27(2), 147–166. doi:10.1080/13632430701237289
  • Huxham, C., & Vangen, S. (2005). Managing to collaborate: The theory and practice of collaborative advantage. New York, NY: Routledge.
  • Moore, M. H. (1995). Creating public value. Cambridge, MA: Harvard University Press.
  • Morse, R. (2010). Integrative public leadership: Catalyzing collaboration to create public value. The Leadership Quarterly, 21(2), 231–245. doi:10.1016/j.leaqua.2010.01.004
  • Oc, B., & Bashshur, M. R. (2013). Followership, leadership and social influence. The Leadership Quarterly, 24(6), 919–934. doi:10.1016/j.leaqua.2013.10.006
  • Ospina, S. (2017). Collective leadership and context in public administration: Bridging public leadership research and leadership studies. Public Administration Review, 77(2), 275–287. doi:10.1111/puar.2017.77.issue-2
  • Pearce, C., & Conger, J. A. (2003). Shared leadership: Reframing the hows and whys of leadership. London, UK: Sage.
  • Pedersen, D., & Hartley, J. (2008). The changing context of public leadership and management: Implications for roles and dynamics. International Journal of Public Sector Management, 21(4), 327–339. doi:10.1108/09513550810880214
  • Provan, K. G., & Lemaire, R. H. (2012). Core concepts and key ideas for understanding public sector organizational networks: Using research to inform scholarship and practice. Public Administration Review, 72(5), 638–648. doi:10.1111/puar.2012.72.issue-5
  • Pye, A. (2005). Leadership and organizing: Sensemaking in action. Leadership, 1(1), 31–50. doi:10.1177/1742715005049349
  • Richardson, B., Carnall, S., Gault, W., & Coleridge, A. (2016). The journey to integration: Learning from seven leading localities. London, UK: Local Government Association.
  • Rittel, H., & Webber, M. (1973). Dilemmas in a general theory of planning. Policy Sciences, 4(2), 155–169. doi:10.1007/BF01405730
  • Senge, P., Hamilton, H., & Kania, J. (2015). The dawn of systems leadership. Stanford Social Innovation Review, 13(1), 26–33.
  • Smith, W. K., Lewis, M. W., & Tushman, M. L. (2016). “Both/And” leadership. Harvard Business Review, 94(5), 62–70.
  • Snowden, D. J., & Boone, M. E. (2007). A leader‘s framework for decision making. Harvard Business Review, 85(11), 68–76.
  • Spillane, J. P. (2006). Distributed leadership. San Francisco, CA: Jossey-Bass.
  • Stacey, R. (2010). Complexity and organizational reality (2nd ed.). Abingdon, UK: Routledge.
  • Stuart, K., & Wilcox, M. (2017). System leadership development in Children’s Centres in the UK. Sustainability Accounting, Management and Policy Journal, 8(4), 470–488. doi:10.1108/SAMPJ-06-2015-0043
  • Sweeney, A., Clarke, N., & Higgs, M. (2019). Shared leadership in commercial organizations: A systematic review of definitions, theoretical frameworks and organizational outcomes. International Journal of Management Reviews, 21, 115–136. doi:10.1111/ijmr.2019.21.issue-1
  • Timmins, N. (2015). The practice of system leadership: Being comfortable with chaos. London, UK: Kings Fund.
  • Uhl-Bien, M., & Arena, M. (2017). Complexity leadership: Enabling people and organizations for adaptability. Organizational Dynamics, 46, 9–20. doi:10.1016/j.orgdyn.2016.12.001
  • Uhl-Bien, M., & Arena, M. (2018). Leadership for organizational adaptability: A theoretical synthesis and integrative framework. The Leadership Quarterly, 29, 89–104. doi:10.1016/j.leaqua.2017.12.009
  • Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298–318. doi:10.1016/j.leaqua.2007.04.002
  • Vize, R. (2017). Swimming together or sinking alone: Health, care and the art of systems leadership. London, UK: Institute of Healthcare Management.
  • Weick, K. E. (2001). Making sense of the organization. Oxford, UK: Blackwell.
  • Western, S. (2013). Leadership: A critical text, 2nd edition. London, UK: Sage.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.