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The Role of Leadership in the Turnaround of a Local Authority

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  • Paul Joyce

Abstract

This article examines leadership behaviour during a successful turnaround in a public services organization. Using findings from recent research on leaders in the public services, this article sets out a number of propositions about leadership behaviour. Then a case study of Newham Council from 1996 to 1999 is analysed to show that effective public services leaders do not simply work through visions, communications and empowerment. Successful leadership appears to be much more complex in turnaround situations than is suggested by much of the literature on visionary and transformational leaders.

Suggested Citation

  • Paul Joyce, 2004. "The Role of Leadership in the Turnaround of a Local Authority," Public Money & Management, Taylor & Francis Journals, vol. 24(4), pages 235-242, August.
    • Handle: RePEc:taf:pubmmg:v:24:y:2004:i:4:p:235-242
    DOI: 10.1111/j.1467-9302.2004.00425.x
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    Cited by:

    1. Itai Beeri, 2009. "The measurement of turnaround management strategies in local authorities," Public Money & Management, Taylor & Francis Journals, vol. 29(2), pages 131-136, March.
    2. Pauline Jas, 2013. "The role of interim managers in performance improvement: evidence from English local authorities," Public Money & Management, Taylor & Francis Journals, vol. 33(1), pages 15-22, January.
    3. Ewan Ferlie & George Freeman & Juliet McDonnell & Christina Petsoulas & Sara Rundle-Smith, 2006. "Introducing Choice in the Public Services: Some Supply-Side Issues," Public Money & Management, Taylor & Francis Journals, vol. 26(1), pages 63-72, January.

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