The Chief Executive as ‘Head of Paid Service’

Steve Leach

Chapter 3 in Managing in a Political World, 2010, pp 38-47 from Palgrave Macmillan

Abstract: Abstract Of all the different ‘balancing acts’ which chief executives need to perform, probably the most challenging is that between their role as the main conduit with the political side of the council (and in particular with the leadership of the party or parties forming the administration) and their role as the head of paid service.1 This latter role gives the chief executive the authority in principle to develop an organisational culture which he or she feels can deliver the strategic agenda of the authority (including the political priorities which this is likely to reflect). It also implies an opportunity to build a management team which the chief executive feels he or she can work with to develop the appropriate organisational culture and deliver the strategic priorities. This opportunity implies in turn a degree of influence on appointments and (just as important) on exit strategies for existing management team members who the chief executive feels are unlikely to be supportive of or competent to deliver these goals.

Date: 2010
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DOI: 10.1057/9780230290686_3

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