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Leading and recognizing public value

Hartley, Jean; Parker, Steven and Beashel, Jim (2019). Leading and recognizing public value. Public Administration, 97(2) pp. 264–278.

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DOI (Digital Object Identifier) Link: https://doi.org/10.1111/padm.12563
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Abstract

This article examines the relationship between leadership and public value, which is particularly challenging in a context of explicit contest and conflict. The theoretical framework is illustrated through a case study of policing rural crime. The study reveals that the police worked with multiple and competing publics rather than a single homogeneous public, and that part of their leadership role was to create and convene a public space in which different voices and divergent views could be expressed. The study notes that research needs to pay attention to the loss and displacement of public value, not solely its creation and recognition. The need to convene multiple publics required the police to lead, as part of a leadership constellation, and with political astuteness. The findings have wider relevance for other public services, and for studies of leadership and public value at the intersection between the state and civil society.

Item Type: Journal Item
Copyright Holders: 2018 John Wiley & Sons Ltd
ISSN: 1467-9299
Project Funding Details:
Funded Project NameProject IDFunding Body
Not SetNot SetPolice Knowledge Fund
Not SetNot SetHEFCE
Not SetNot SetHome Office and the College of Policing
Academic Unit/School: Faculty of Business and Law (FBL) > Business > Department for Public Leadership and Social Enterprise
Faculty of Business and Law (FBL) > Business
Faculty of Business and Law (FBL)
Item ID: 59190
SWORD Depositor: Jisc Publications-Router
Depositing User: Jisc Publications-Router
Date Deposited: 18 Feb 2019 09:51
Last Modified: 23 Aug 2019 14:43
URI: http://oro.open.ac.uk/id/eprint/59190
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