Strategic Leadership in the Public Sector

Paul Joyce is Visiting Professor at Leeds Beckett University, UK, an Affiliated Researcher in the Department of Public Management at the Solvay Brussels School of Economics and Management, Belgium and an Associate at the Institute of Local Government Studies, University of Birmingham, UK.

'Paul Joyce demonstrates evidence that leaders need to be intelligent, social, and ethical. He re-frames strategic leadership substantially: not organizations, but governance; not followers, but citizens; not from the top, but as a mediator. This book will certainly affect the behaviour of many leaders.' - Geert Bouckaert, President of the International Institute of Administrative Sciences, KU Leuven, Belgium'The question of leadership in the public sector has never been addressed in a publication with such clear methodological, bibliographic references. This book is a resource for academics and professionals, helping them to go beyond the generalities failing to seriously address this fundamental issue in our public organizations.' - Professor Robert Fouchet, Director of Publications at the International Institute of Administrative Sciences & Director of Research at the Institute of Public Management and Territorial Governance, Aix Marseille University, France'A compelling read that is both academically rigorous and accessible. Paul Joyce’s reflections on leadership and strategy in the public sector provide new insights for policy makers and students alike.' - Dr Richard Boyle, Head of Research, Institute of Public Administration, Ireland'Strategy is important but often filled with buzzwords and hype. This thoughtful book gives an excellent overview of relevant theories and practical tools for public sector managers as well as for postgraduate and executive Master's students in public administration and management.' - Åge Johnsen, Professor of Public Policy, Oslo and Akershus University College of Applied Sciences, Norway

• Part I: Leading 1. What is Expected of Leaders 2. The Competent Leader 3. Leaders and Followers 4. Pragmatic Strategic Leaders Part II: Techniques 5. Strategic planning in the public sector 6. Linear strategic thinking 7. Strategic issue management 8. Strategic planning and management 9. Implementation 10. Monitoring 11. Evaluating Part III: Leading and the New Public Governance 12. The Strategic State 13. Economic growth, better regulation, and services Appendix 1. Strategy Workbook Appendix 2. ‘Silent Planning’ Exercise for SMG: Generating Ideas for Action