| 000 | 08033nam a22005173i 4500 | ||
|---|---|---|---|
| 001 | EBC1840424 | ||
| 003 | MiAaPQ | ||
| 005 | 20240729123149.0 | ||
| 006 | m o d | | ||
| 007 | cr cnu|||||||| | ||
| 008 | 240724s2014 xx o ||||0 eng d | ||
| 020 |
_a9781783509027 _q(electronic bk.) |
||
| 020 | _z9781783509010 | ||
| 035 | _a(MiAaPQ)EBC1840424 | ||
| 035 | _a(Au-PeEL)EBL1840424 | ||
| 035 | _a(CaPaEBR)ebr10978418 | ||
| 035 | _a(CaONFJC)MIL660754 | ||
| 035 | _a(OCoLC)896751426 | ||
| 040 |
_aMiAaPQ _beng _erda _epn _cMiAaPQ _dMiAaPQ |
||
| 050 | 4 | _aJF1338-2112 | |
| 082 | 0 | _a302 | |
| 100 | 1 | _aDiamond, John. | |
| 245 | 1 | 0 | _aEuropean Public Leadership in Crisis? |
| 250 | _a1st ed. | ||
| 264 | 1 |
_aBingley : _bEmerald Publishing Limited, _c2014. |
|
| 264 | 4 | _c©2014. | |
| 300 | _a1 online resource (190 pages) | ||
| 336 |
_atext _btxt _2rdacontent |
||
| 337 |
_acomputer _bc _2rdamedia |
||
| 338 |
_aonline resource _bcr _2rdacarrier |
||
| 490 | 1 |
_aCritical Perspectives on International Public Sector Management Series ; _vv.3 |
|
| 505 | 0 | _aCover -- European Public Leadership in Crisis? -- Copyright page -- Contents -- List of Contributors -- Editorial Advisory Board -- Acknowledgements -- Introduction -- Context and Themes -- Summary -- Pushing it! Austerity Urbanism and Dispersed Leadership through 'Fleet-of-Foot' Mechanisms in Times of Crisis -- Introduction -- Re-Conceptualising 'Public Leadership' -- The English Response to Contemporary Crises: Local Enterprise Partnerships and Austerity Urbanism -- Conceptualising 'Fleet-of-Foot' Partnership Configurations -- The Emergence of Local Enterprise Partnerships' Functions -- An Interim Assessment of the Development of Leps as 'Fleet-of-Foot' Distributed Leadership Entities -- To 'Open Up' Space for a Richer Constellation of Public, Private and Non-Profit Actors to Navigate Urban Crisis through Distributed Public Leadership -- To Represent Functional Geographies -- Are LEPs Providing More Efficient Urban Austerity Response Strategies than Formal Spaces of Government? -- Concluding Notes -- Notes -- Acknowledgments -- References -- How Public Leadership is Addressing the Need to Bring about Change in Liverpool City -- Introduction -- Public Leadership and the New Governance Agenda -- Public Leadership in Liverpool City -- Leadership -- Public Governance -- Conclusions and Reflections -- References -- Liverchester/Manpool? The Curious Case of the Lack of Intra-Urban Leadership in the Twin Cities of the North-West -- Introduction to the Twin Cities of the North-West -- The Manchester Men -- Liverpool Mayor -- Conclusions: Evil Twins? -- Notes -- References -- Leadership in the European Union: Europeanization Crisis and Austerity -- Introduction -- Europeanization: Process, Mechanisms and Content -- Leadership and Culture -- Leadership in the EU -- The Case of the Credit Crunch and Austerity -- Conclusion -- References. | |
| 505 | 8 | _aItalian City Managers: Caged Leaders? -- Evolving City Leadership -- Italian City Managers: From the Origins to Today -- Method -- Findings -- Discussion and Conclusion -- Notes -- References -- Do English Local Authorities Still Have the Means of Their Performance? A French View on a Local Public Action in Crisis -- Framework of the Study -- Introduction -- The English Administrative Model Faced with the Budgetary Constraint -- Presentation of the English Performance Management Model -- A Results-Based Performance Management -- The Limits of the Performance Management System -- The Local Consequences of National Austerity -- The Priorities of the Cameron Government -- Reducing the Deficit, against all Odds -- The 'Big Society' Policy -- A Simplification of Local-National Relations? -- Backlash at the Local Level: Radical Choices Imposed on Local Authorities -- Financial Resources and Personnel under Pressure -- Transfer of Competence and Reorientation of Policies -- The Emergence of a Culture of Scarcity in Public Local Action -- Analysis of the English Local Public Sector in the Light of the British Political, Philosophical and Cultural History -- An Administrative and Political System Marked by the Neo-Liberal Approach -- The Continuing Influence of New Public Management Theories and Neo-Liberal Practices -- A Local Public Sector Imbued with Thatcherism -- The Local Public Administration Is Constantly Called into Question -- The Management Methods Are Largely Inspired by the Business World and by the New Public Management -- The Rhetoric of the Managers of Local Administrations Is Marked by the Primacy Given to Individual Responsibility and Not Collective Responsibility -- The Elected Representatives Themselves Are Confined More to a Role of Evaluation than of Conception -- The End of the Welfare State Confirmed. | |
| 505 | 8 | _aA Resilience Linked to the Plasticity of the National Administrative Culture -- The Healthy Adaptability of the Traditional Stabilising Principles -- The Professional Practices: Competence, Team Spirit and Benchmarks -- The Lessons of the Observation of the English Model for the French Local Public Decision-Maker -- Objectives-Based Strategic Management -- The Budgetary Constraint and Its Managerial Consequences -- Territorial Governance -- The Presence of the State in the Territories -- The Existence of a Single Level of Authority -- The Development Strategies -- Public-Private Relations -- The Association of Private Sector in the Implementation of Public Services -- Public Contracts -- The Effects of Public-Private Substitution -- The Transparency and the Exchange between Peers -- Notes -- Acknowledgements -- Appendix 1: Standard Organisational Chart of an English Unitary Authority -- Leadership in Not-for-Profits and Social Enterprise: Values and Comparative Considerations -- The Nature of Leadership in Different Sectors -- Differences in Leadership Between the Not-for-Profits and the Public Sectors -- Similarities in Leadership Between the Not-for-Profits and the Public Sectors -- Differences in Leadership Between the Not-for-Profits and the Private Sectors -- Similarities in Leadership Between the Not-for-Profits and the Private Sectors -- What Makes Leadership in Not-for-Profits Different from Both the Public and the Private Sectors? -- The Importance of Values-Based Leadership in Not-for-Profits -- Example: Emmaus -- Example: The Salvation Army -- Dealing with Change -- The Nature of Self-Leadership in Not-for-Profits -- Conclusions -- Note on the Case Studies -- Notes -- References -- Sources Specific to the Case Studies -- Michael Gove, Charismatic Leadership and the Radical Reorganisation of English School Sport -- Introduction. | |
| 505 | 8 | _aPESSCL: A Brief Background -- The New Strategy -- Charismatic Rhetoric -- Advocacy Coalition Framework -- Conclusions -- Notes -- References -- Conclusion -- Revisiting the Themes -- Reflecting on the Key Themes -- Concluding Thoughts. | |
| 520 | _aThis volume questions the changing dynamics of public leadership across different European settings. Chapters highlight emergent discussions on the strengths and weaknesses of current knowledge. Authors investigate the tensions between Anglo-American and economic focused models of leadership that may challenge received wisdom. | ||
| 588 | _aDescription based on publisher supplied metadata and other sources. | ||
| 590 | _aElectronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries. | ||
| 650 | 0 | _aPublic administration -- Europe. | |
| 655 | 4 | _aElectronic books. | |
| 700 | 1 | _aLiddle, Joyce. | |
| 776 | 0 | 8 |
_iPrint version: _aDiamond, John _tEuropean Public Leadership in Crisis? _dBingley : Emerald Publishing Limited,c2014 _z9781783509010 |
| 797 | 2 | _aProQuest (Firm) | |
| 830 | 0 | _aCritical Perspectives on International Public Sector Management Series | |
| 856 | 4 | 0 |
_uhttps://ebookcentral.proquest.com/lib/orpp/detail.action?docID=1840424 _zClick to View |
| 999 |
_c42798 _d42798 |
||