Political-Management Leadership

Simon Baddeley

Chapter 13 in Leadership Perspectives, 2008, pp 177-192 from Palgrave Macmillan

Abstract: Abstract Any student of public sector leadership who does not recognise and endeavour to unwrap the confusions and tensions that arise from the overlap of political and managerial spheres of action, and their shared relationship to the professional core of government, is pointing their torch in the wrong place. They are focusing, separately, on managerial or political leadership but not on their combined dynamic. Politicians and managers have described their working relationship as a bridge, an exchange, a source of tension, a blend of political and administrative contributions, a trading space divided by a line that should not be crossed, but, now and then, is. For over 20 years I have been studying relationships between elected politicians and managers by filming them talking to each other. In this chapter I will use extracts from a small sample of these conversations to explain how politicians and managers jointly create government - a perennial puzzle of increasing consequence for local government.

Keywords: Chief Executive; Danger Zone; Political Space; Shared Leadership; Good Politician (search for similar items in EconPapers)
Date: 2008
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-58406-8_13

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DOI: 10.1057/9780230584068_13

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