 Where Next for Chief ExecutivesSteve Leach Chapter 12 in Managing in a Political World, 2010, pp 164-193 from Palgrave Macmillan Abstract: Abstract The overwhelming impression emanating from the interview material in Chapters 2–8 and 10–11 is one of chief executives who are managing reasonably effectively in a political environment. There were exceptions. One of the interviewees had recently resigned in response to an unmanageable relation with the leader; another did so shortly afterwards not for this reason, but rather because he felt he was becoming increasingly sidelined as a result of the changing dynamics of the majority group. But the remaining interviewees (and most of those interviewed in connection with 2003–2005 JRF research) had developed a relationship with the political leadership which enabled them to carry out the functions which they felt they needed to carry out, with a clear political steer (or in some cases acquiescence) and with an acceptable division of labour. In some cases they could not speak too highly of their relationship with the leader; however, it was more typical for there to be periodic disagreements and difficulties in the relationships, the underlying strength of which enabled satisfactory resolutions to be achieved. Keywords: Local Authority; Chief Executive; Political World; External Auditor; Appraisal System (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-29068-6_12 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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