Leading for collaborative public service innovation

Joan Munro

Public Money & Management, 2020, vol. 40, issue 4, 316-325

Abstract: This article examines the critical leadership actions that support collaborative public service innovations, drawing on evidence from UK local government led partnerships. It concludes that success is more likely if leaders help the partnership to: build mutual trust; agree clear, well thought through, politically supported ambitions; invest time, resources and energy; galvanize managers and staff; make a long term commitment to achieving the objectives, learning, adapting and growing innovations together.Public sector managers can use the leadership actions highlighted in this paper to reflect on what more they might do to increase the likelihood that their innovative collaborations will succeed.

Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:taf:pubmmg:v:40:y:2020:i:4:p:316-325

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DOI: 10.1080/09540962.2019.1665391

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