bluuebunny/crossref_metadata_2025 huggingface dataset:
Drug use and motherhood: strategies for managing identity
Authors: Radcliffe Polly
Published: August 2011

Interviews with pregnant substance misusing women and women who had given birth in the previous two years suggest that they are engaged in a process of managing spoiled identities in order to present themselves as committed and motivated mothers. The work they engage in involves presenting themselves as regulated consumers by keeping to substitute prescribing regimes, keeping appointments with a multitude of agencies and aligning themselves with a normalised discourse of motherhood. Interview accounts emphasise the importance of caring networks in personal lives and in the service with which they are engaging.
Reflections on Welsh substance misuse services in a global context
Authors: Davies Glyn
Published: August 2011

Following the inspiration of attending the International Harm Reduction Association Conference 2009, a number of questions arise relating to substance misuse services in Wales. The debates of criminal justice and harm reduction approaches continue in everyday practice, from policy level to frontline interventions, and sight is often lost of what is really being achieved. The following paper sets out a number of observations relating to areas of international best practice and considers what lessons can be learned and translated into Welsh services. Innovative practices within Wales and the rest of the UK can be witnessed in criminal justice and health services, often with a harm reduction agenda bridging both, yet the impact on the lives of service users and communities needs greater recognition.
Treatmentality and the governing of drug use
Authors: Jöhncke Steffen
Published: August 2011

This article discusses drug use treatment as a particular, indispensable institution in the political and cultural imagination of contemporary welfare societies. It is argued that the existence and funding of treatment is legitimate less on grounds of what it produces in terms of improvements to drug users' lives, and more as a politically and culturally suitable form of organizing the relationship between drug using and non‐using sections of the population. In this regard the analytical concept of treamentality ‐ a term formed as a combination of ‘treatment’ and the Foucauldian notion of ‘governmentality’ ‐ is suggested to help focus on how treatment has become the ‘obvious’ way to address certain problems of certain people.
The shadow in organizational ethnography: moving beyond shadowing to spect‐acting
Authors: Gill Rebecca
Published: August 2011

Purpose

The purpose of this paper is to explore the methodological practice of shadowing and its implications for ethnographic fieldwork. Furthermore, the paper challenges the label of “shadowing” and suggests a new label of “spect‐acting.”

Design/methodology/approach

This paper is based in a feminist and interpretive‐qualitative approach to methods, and uses the author's experience with shadowing as a case study. The author argues that fieldwork is always intersubjective and as such, the research site emerges out of the co‐construction of the relationship between researcher and participant.

Findings

The author argues that reflexivity is a required but neglected aspect of shadowing, and that spect‐acting as a new term would require the researcher to take reflexivity more seriously, thereby opening up emancipatory possibilities in the field.

Research limitations/implications

Findings are based on a limited time span of shadowing.

Originality/value

The paper is original in that it imports “spect‐acting” from performance studies into the organizational methods lexicon. The value of the paper is that it provides reflection and discussion of one‐on‐one ethnography, which is a relatively underutilized method in research on organizations and management (but beginning to grow in popularity).
Spiritual insights in cross‐cultural conflicts and mediation in ecclesiastical organizations in Tanzania
Authors: Mayer Claude‐Hélène , Boness Christian
Published: August 2011

Purpose

The purpose of this paper is to provide insights into cross‐cultural conflicts and their management in ecclesiastical organizations in Tanzania. It aims at increasing the understanding of these complexities from an emic perspective of employees with a Christian background, thereby providing in‐depth information on the topic. These new insights provide fresh ideas for further research on this topic in the Tanzanian context.

Design/methodology/approach

Qualitative data were selected from a more comprehensive case study carried out in multiple governmental, educational, ecclesiastical and economic organizations in Tanzania. The case study was based on phenomenological and interpretative paradigms and hermeneutical interpretations using qualitative methodology including in‐depth interviews and observation during field stays, as well as documentary and secondary analysis.

Findings

The findings show that senior management staff of ecclesiastical organizations function as mediators for conflicting parties to regain harmony and peace through third‐party intervention and spiritual self‐development. Mediation in ecclesiastical organizations is mainly used in relationship conflicts, employment conflicts and church re‐structuring processes. It supports the resolution of value conflicts between the conflict parties and the environment and at the same time re‐constructs religious and Christian values and concepts, such as the concept of “Shalom” and “creating lobe” and thereby re‐enforces spiritual integrity and the reality of the church.

Research limitations/implications

The findings are not generalizable and are limited to this specific research context. Findings should be verified by follow‐up studies which expand the content, the context and the methodological approach of this study. These findings should be viewed as exploratory research findings and as highly contextual and sample‐bound.

Practical implications

The paper describes the practical implications for further research relating to future research topics for researchers interested in the field of cross‐cultural conflict management in ecclesiastical organizations in Tanzania.

Originality/value

The authors present original data and provide new insights into managing conflicts in Tanzanian ecclesiastical organizations through mediation.
Whose Outcome is it Anyway? Leadership Development: A Consumer Perspective
Authors: Sang Bob
Published: August 2011

This paper is about purpose… or, rather, the confusion of purposes. If we are to continue to invest in ‘leadership development’ in public services, what's the reason? How will we know, in respect of outcomes, that spending money on selected individuals will result in public value?‘Value for money’, ‘best value’, ‘service excellence’, ‘patient/client‐centred’; the phrases spill out comfortingly, especially at leadership conferences or on management and professional development programmes. Are these mere words, or part of something big and important? Are they jargon and tokenism, or a positive, meaningful set of aspirations and goals that inform public leadership at the beginning of the 21st Century? ‘Yes’ and ‘Yes’.
Leading and Learning
Authors: Sewell Hári , Gilbert Peter
Published: August 2011

Two learning sets have been established for senior managers who are responsible for social care in what are traditionally health service organisations. For the future health and welfare of wider society and the economy it is vital that mental health remains part of the local authority agenda and that social perspectives, care and inclusion become an integral part of the ‘health’ agenda.This article explores the value of the two learning sets, one supported by NIMHE and the second by SCIE, to its participants and the organisations that they serve.
Leadership Interventions in the Health Services that are Supported by the Health Foundation
Authors: Lucas Bill
Published: August 2011

The Health Foundation invests more than £7 million in developing leaders in the British health services. In February 2005 it invited external scrutiny of its approach to evaluation. This led to a radical development of its approach to leadership and to a broadening of the range of its evaluation methods and tools. The result of this work is that the Health Foundation is better able to measure the return on its investment in leadership and understand more about the ways in which improvements in leadership can lead to improvements in healthcare services.
Out with the Old, In with the New: Why Excellent Public Leadership Makes a Difference to Partnership Working
Authors: Brookes Stephen
Published: August 2011

Excellent leadership makes a difference to partnership performance and is arguably the most critical success factor for partnership working. Without it, partnerships would be ineffective. It is, however, perceived as a problematic issue for a number of reasons. First, traditional approaches to leadership have focused almost exclusively on individuals. Second, leadership is often seen as just one part of an organisational system rather than something that pervades the whole. Finally, it is said to be difficult to measure and therefore supposedly hard to tell the good leadership from the bad.
Leadership Development: Applying New Learning in an Organisational Context
Authors: Meyer Edgar , Connell Con , Humphris Debra
Published: August 2011

This paper presents findings from a qualitative study evaluating the impact of a leadership development intervention. The evaluation was designed to look beyond individual learning, but explore organisational learning once participants rejoined their organisations. A range of interviews were conducted with participants and their line managers to elicit perceptions about what participants learned, how interviewees thought the learning was used in practice and what organisational procedures are in place to integrate new learning into work practices within the organisation. The evaluation shows that individual learning took place, but little organisational learning transpired. The research found that lack of time to practice new learning and fragmented organisational support are the factors that influence learning transfer. Additional factors influencing the identification of learning transfer are the non‐alignment of organisational strategy/need with the education agenda supporting this strategy/need and the limited understanding of measurable benefits ‐ financial or behavioural ‐ that such training may provide.
An Inspiration for our Time: Mary Parker Follett (1868‐1933)
Authors: Maddock Su , Macalpine Marion
Published: August 2011

Mary Parker Follett was an outstanding public intellectual of her day, both in the US and the UK. We have a lot to learn from her about the ‘democratic deficit’, leadership, participation, partnership and difference, that is relevant to key current concerns in the UK. Her thinking was based on her own extensive experience, observation and reflection, her ideas are profound, relevant and accessible for us today. In this article we signal her continuing significance in three areas: building democratic processes, leadership and ideas about complexity.
The ‘Corruption Ceiling’: Some Evolving Hypotheses About Gender, Leadership and Engagement in the Public Sector
Authors: Roberts Vega
Published: August 2011

The ‘corruption ceiling’ refers in the first instance to a gender dynamic in public sector organisations whereby women may locate corruption at more senior levels, which then prevents their applying for executive posts. A similar dynamic can operate between public service practitioners and senior managers irrespective of gender, inhibiting not only the effective exercise of leadership but also of ‘followership’, contributing to alienation and disengagement at all levels. This dynamic can also be seen in society, affecting the capacity for engaged citizenship.
Yellow Submarines and Ailing Frogs ‐ Coping With the Current Changes in the NHS
Authors: Mitchell‐Baker Alastair
Published: August 2011

This paper uses Alistair Mant's colourful systems metaphor of the frog and the bicycle to explore the current changes in the NHS. Considering the implications of these system changes from this organisational health perspective, a possible leadership strategy is considered to navigate through the challenging transitional period.
Vision, Vitality and Pragmatism
Authors: Clements Judy , Anderson Derrick
Published: August 2011

Derrick Anderson is on a ‘leadership journey’ ‐ a journey that has been informed both by his response to leadership roles of ever‐increasing challenge and the consequences of his willingness to engage with his own active and creative talents. In this interview he elaborates on this willingness to learn, grow and deliver public service value at every level.
Leadership in Prisons; Getting a Grip
Authors: Murtagh Tom
Published: August 2011

Few public sector organisations or departments have escaped the attention of the Government's, sometimes justified, preoccupation with reform and increased efficiency. Inevitably the process is painful and enjoys variable degrees of success in differing settings. What is certain is that effective change will not be achieved without strong and imaginative leadership at all levels in an organisation. Because of their culture, public sector organisations often start the journey with managers in key positions who will not be able to ‘cut the mustard’, will inhibit culture change and can be an anchor on progress. Others may feel out of their depth with the demands being placed upon them and will need support and mentoring to develop their skills and gain confidence. Success will therefore only be achieved by a team effort. This paper examines the recollections and experiences of one senior manager in the transition of the Prison Service.
Daring to Dream: Learning the Lessons of Leadership for Service Improvement in Mental Health Services
Authors: Onyett Steve
Published: August 2011

This paper presents nine key considerations for improvement in health and social care drawn from recent national and international experience and describes the ways in which some of these ideas are being incorporated into local whole systems intervention.
Faith in Systems or in People: Leadership, Change Strategies and Innovation in the Public Sector
Authors: Maddock Su
Published: August 2011

The debate on public sector reform continues to be focused on policy, restructuring and targets rather than on the practical aspects of a new public framework that will support providers to implement change and transform public services. The challenge for government, as it has been since 1997, is how to create the conditions for innovation and service transformation. It is no longer enough to develop business models that will organise services more efficiently; public sector reform also requires an energising of people and democratic relationships. A reliance in government on centralised change levers and a faith in systems rather than people has led to modernisation becoming a technical process, detached from regional and local energies. The divide between national and local stakeholders has resulted in good policies being driven by a lack of concern for relationships across the public system, particularly between central and local players. It is government that sets the scene for reform through its policy, funding and performance management, yet too often Whitehall and politicians take themselves ‘out‐of‐the‐frame’ when conducting analysis. This article argues that modernisation levers are contested by many stakeholders, that government and its administration are critical stakeholders and that it is time to reconnect the local with the national in transformation.
Front Line Leadership™ ‐ A Challenge to the Continual Search for the Holy Grail of an All‐encompassing Leadership Model
Authors: Cullen Richard
Published: August 2011

Written partially in response to a previous paper published in this Journal suggesting that leadership and leaders are categorised as ‘transformational’ or ‘transactional’, the author suggests that these definitions are too narrow to be reflective of reality. It is instead argued that true and effective leaders operate in a multidimensional framework that combines styles, skills, attributes and abilities that fall within what we commonly refer to as management and leadership. It is suggested that there is a need to move on and to accept that there is not an all‐encompassing model, definition or style of leadership.
Leadership Lessons in Health and Social Care Integration: Mental Health
Authors: Robb Jenny , Gilbert Peter
Published: August 2011

Integration is a watchword in Government policy, designed to give more seamless, and therefore more effective, services to people in need. One concern, though, is that this is merely a ‘structural’ approach that just rearranges the deckchairs. This paper gives a practical example of a positive, local leadership approach to integration within a national context.
The Triumph of Big Business‐think
Authors: Mant Alistair
Published: August 2011

This paper suggests that the basic assumptions and language of big business have largely taken over our discourse about how we live our lives and conduct our public affairs. So complete is this takeover that most people, including the current generation of government ministers, are largely unaware it has taken place at all. Important general ideas such as leadership, judgement and even public service have taken on new and opaque meanings as a result of this. But there are good ‘systems thinking’ ideas to be borrowed from big business. Our problem is that the ideas the public service does borrow from the private sector are almost invariably those that are the most inappropriate and unhelpful.
Building Capacity for Quality Improvement Through Leadership Development: Lessons from the Health Foundation's Leadership Programme
Authors: Walmsley Jan , Miller Karen
Published: August 2011

In 2002/3 the Health Foundation launched an ambitious five‐year Programme of investment in leadership development. This investment included resource for simultaneous evaluation (Lucas 2006). Against a background of unprecedented upheaval in healthcare systems in the UK, the Leadership Programme has evolved, encompassing initiatives aimed both at individuals and teams. The Programme has been refined to provide a more explicit focus on leadership for quality improvement. This article reviews what has been learnt from this investment to date, focusing on lessons both for practitioners and for academics.The focus of this paper is what has been learnt from running the Foundation's three individual leadership schemes over the past three years. The authors argue that to be effective talent spotting needs to develop rigorous mechanisms for identification of potential; that there needs to be a sustained focus on quality improvement outcomes if leadership programmes are to deliver more than personal development; that the most effective development is work rather than classroom‐based; and that organisational commitment for leadership development is critical if the full impact is to be realised. The authors draw on an extensive evidence base from the Programme evaluation, including some case studies.
Performance Management and the Demise of Leadership
Authors: Carlisle Paul , Loveday Barry
Published: August 2011

This article discusses the qualities of leadership and contrasts the role of a leader with that of a manger. It analyses the impact of the New Public Management (NPM) regime's performance management strand on leadership in the public sector. The achievement of targets is seen as a measure of political success and analysis is made of the manner in which this is reinforced throughout public organisations. The effects of ‘robust’ performance management techniques are examined and examples given of the negative impacts of quantitative targets. It is argued that the function of the leader is reduced to that of managing the attainment of these centrally set goals. As a result risk‐taking and innovation are constrained to that which is required for the achievement of these goals. This is seen as an explanation for the current prevalence of ‘gaming’ ploys and is linked to a drop‐in integrity in the pursuit of outputs. It is further argued that the target regime sees the ‘Sovietisation’ of the public sector and a return to the Taylorian values of an industrial past. A brief case study of social service provision illustrates the potential for negative outcomes that may result. This article concludes that when a ‘tick in the box’ is allowed to suffice the qualities of public sector leadership are inevitably reduced and confined to the panopticon of centralised targets.
Leadership Wisdom: Principle‐driven Development of Service Improvement
Authors: Wheeler Bob
Published: August 2011

This article explores the practical difficulties of leadership in a complex and fast‐moving environment. It argues that in the context of the public sector, where stakeholders and legitimate interests are many and varied, the challenge is even greater for leaders. Despite these difficulties, the key is to ensure that they get the right things done with and through other people, whether in the context of day‐to‐day transactional leadership or during periods of transformational change.This article demonstrates that the existence of an explicit, principle‐driven model of leadership is a particularly important vehicle for encouraging distributed leadership, effective partnership and team working.The basis on which leaders adapt their behaviour appropriately to the nature of the task and the people concerned is the measure that will be applied when considering an individual's leadership wisdom. The quality of those choices when faced with decisions will have an immense impact not just on the leader's reputation but also on his or her ability to achieve positive outcomes whilst maintaining an appropriate life balance.
Public Service Values: Leadership in the 21st Century
Authors: Faulkner David
Published: August 2011

This article reflects on the leadership and management of public services, at a time of political and professional appraisal and the appointment of a new prime minister in the UK. It argues that this is a moment of opportunity for leaders of public services and professions, and that they should now impose themselves more firmly on the debate.
An Introduction to the International Initiative for Mental Health Leadership (IIMHL)
Authors: Silvestri Fran , Peters Janet
Published: August 2011

The International Initiative for Mental Health Leadership (IIMHL) and The International Journal of Leadership in Public Services are pleased to announce that an association has been recently established. The IIMHL will be using future issues of the Journal as a vehicle for the dissemination of its research and information and will be publishing an annual supplement to the Journal reporting on the IIMHL's annual leadership exchange and conference. As background to pieces for future issues, this article provides an introduction to the IIMHL.
International Leadership Competencies and Issues
Authors: Beinecke Richard , Spencer Justin
Published: August 2011

Public administration faces a crisis in leadership and new leaders need to be trained to fill the gap. Leadership theory and models are reviewed in the light of this. Based on a study of training programmes in eight countries, core leadership competencies are identified within the ‘Leadership and Management Skill Set’. A further review identified differences in the competencies and training needed for senior, middle and line managers.
Putting Principles into Practice: Developing Ethical Leadership in Local Government
Authors: Iles Paul , Macaulay Michael
Published: August 2011

This article looks at the role of leadership development in the ethical leadership of English local government. Since the development of the ethical framework with the Local Government Act 2000 leadership has been seen to be increasingly important, although comparatively little consideration has been given to what this actually means in practice. This article seeks to investigate the situation in a number of ways. It will discuss the distinction between ‘ethics leadership’ and ‘ethical leadership’ and argue that the two are connected: leadership is both an external role and an internalised process. We will then argue that the ethics framework has created a new community of practice in which leadership is exercised by a relatively large group of stakeholders. In so doing, we will identify both members of the broader ethical community and also members of the internal ethical community: ie. those stakeholders within any given local authority. Different aspects of leadership and leadership development (LD) will then be investigated in relation to ethics as a community of practice and a model is presented that illustrates the modes of ethical leadership development.
Do You Fill Your Leadership Space? A cognitive model of leadership development for the police service
Authors: Martyn Hugh , Scurr Robert
Published: August 2011

In common with other public sector bodies, the police service recognises that the development of leadership capability amongst its workforce is key to improving levels of both performance and service delivery. The recently developed Police Leadership Qualities Framework lays out a clearly defined model of leadership, and is underpinned by a framework of values and behaviours that enable that model to be developed in practice. This paper expands on one of the key underlying principles of the model that leadership is evident at all ranks and grades of the service, and is a skill that can be developed. This article postulates that each individual has their own ‘leadership space’ which it is important they are able to fill effectively. Individual and organisational failings often occur when this ‘space’ is not properly filled ‐ through lack of skill, development opportunity or experience. The paper considers a cognitive and behaviourist approach to learning and explores some of the ways in which leadership capability is developed in the police service.
Interview with Sir Michael Bichard KCB
Authors: Bichard Michael , Towl Graham
Published: August 2011

Michael Bichard has worked in the public sector throughout his career ‐ 20 years in local Government and nearly ten in central Government. He was Chief Executive of Brent and Gloucestershire local authorities and in 1990 became Chief Executive of the Government's Benefits Agency. In 1995 he was appointed Permanent Secretary of the Employment Department and then the Department for Education and Employment. Michael received a Knighthood in the Queen's Birthday Honours 1999. In May 2001 he left the Civil Service and in September 2001 was appointed Rector of The London Institute, the largest Art and Design Institute in Europe, which in May 2004 became University of the Arts London. In January 2004 he was appointed by the Home Office to chair the Soham/Bichard Inquiry and on 1 April 2005 he became Chair of the Legal Services Commission.
The Use of Outcomes to Support Leadership in Clinical Programmes
Authors: Williams Carla , Daniels Allen
Published: August 2011

The purpose of this study was to examine the overall quality of care being delivered, and to determine if gender, race, age, and education level affected the quality of care being delivered in inpatient mental health programmes. To accomplish this objective, the study utilised patient survey data collected in 2006. Measures were selected from the survey that best matched the Institute of Medicine's (IOM) six dimensions of quality framework: safe, effective, timely, efficient, equitable and patient‐centred. This study may be a useful tool to guide the assessment of clinical programmes and the role of leadership in this process.
Leading in Partnership: Using a Competency Approach for Public Service Leaders
Authors: Passmore Jonathan
Published: August 2011

This paper reviews the growth in partnership working in public services and the associated demand for new forms of leadership in the public sector which respond to the different and more complex relationships within UK public services. These new demands require public sector managers to develop new skills for managing across organisational boundaries and in environments with multiple social goals and multiple stakeholders. The paper moves on to review the development of a new leadership questionnaire, which aims to help leaders reflect on their own leadership style and how they can strengthen their leadership within these emerging partnership settings.
Positive Psychology Approaches to Public Services Leadership: An Introduction to Strengths‐based Leadership
Authors: Linley P , Govindji Reena , West Michael
Published: August 2011

To readers of the popular press, the words ‘positive psychology’ may conjure up images of happiness gurus and people having their feet massaged, their heads resting peacefully on pink, fluffy clouds. But in this article, our aim is to demonstrate how the new science of positive psychology speaks powerfully to ‐ and has much to contribute to ‐ the development of leadership and the practices and processes of organisations, whether in the public or private sectors. Much of our work is concerned with the applications of this new field, and particularly with building strengths‐based organisations. A key pillar of this work is around enabling strengths‐based leadership, and provides our focus for this article.
Developing Leaders ‐ Innovative Approaches for Local Government
Authors: Reitz Megan , Carr Melissa , Blass Eddie
Published: August 2011

This paper examines ongoing research (Blass & Carr, 2006) exploring the development of future leaders using new and innovative approaches. Research asking experienced leaders about what they wish they had known 10 years ago is used to provide an insight into the critical incidents that shaped these leaders' careers. These critical incidents were used as the basis for an innovative leadership development programme for the Improvement and Development Agency (IDeA) which is further examined in this paper.
Peter Gilroy, Chief Executive, Kent County Council
Authors: Gilroy Peter , Towl Graham
Published: August 2011

Peter joined local government following a career in nursing, specialising in psychiatric social work. Following qualification in social work, he worked in practice, including attachments to primary health, in both the US and UK. His managerial career has taken him into both public and private sectors. He was Strategic Director of Social Services in Kent for eight years and during this time took the largest Social Services department in the country from ‘poor’ performance to ‘excellent’ before being appointed as Chief Executive of Kent County Council. Kent is one of the largest local authorities in the country and has been rated as one of the very best performing authorities. Peter also chairs the South East England Centre of Excellence which concentrates on sharing best practice and creating a smart environment with regard to efficiency and performance, and is working closely with the Government on Futures.Peter led nationally for ten years on asylum matters for the Association of Directors of Social Services (ADSS), chaired the National Taskforce and for five years until recently the National Register for Unaccompanied Children (NRUC). He also started a network of principal gateway authorities in the European Union to discuss common problems and develop a framework of best practice. Peter is now leading for the region on the national migration forum. He has also been invited by Lord Darzi to become a member of the Health Innovation Council. Peter has a national reputation for innovation and was nominated by The Guardian newspaper as one of the top 100 Innovators in the public sector in the UK and shortlisted for the 2006 Public Sector Power 100 Awards.Now in his fourth year as Chief Executive at Kent, Peter continues to pursue ‘innovation, effectiveness and an outcome‐based modern public service’.
Do Your Staff Think You're a Better Manager? Evaluating Leadership Development
Authors: McPherson Blair
Published: August 2011

The author provides an evaluation of leadership development, drawing on a case study from Lancashire County Council. The use of 360 degree evaluations is explored as a management assessment tool and as a way of contributing to future leadership development.
Indigenous Evidence‐Based Effective Practice Model: Indigenous Leadership in Action
Authors: Naquin Valerie , Manson Spero , Curie Charles , Sommer Shannon , Daw Ray , Maraku Carole , Lallu Nemu , Meller Dale , Willer Cristy , Deaux Edward
Published: August 2011

The demand for evidence‐based health practices has created a cultural challenge for Indigenous people around the world. This paper reports on the history and evolution of evidence‐based care into its mainstream status within the behavioural health field. Through the leadership of an Alaska Native tribal organisation, an international forum was convened to address the challenges of evidence‐based practice for Indigenous people. Forum participants developed a model for gathering evidence that integrates rigorous research with Indigenous knowledge and values. The model facilitates development of practices and programmes that are culturally congruent for Indigenous people, accepted and validated by the research community, and deemed supportable by private and governmental sponsors.
International Comparative ACT Study Process and Data: How ACT teams compare in Toronto, Birmingham, Nashville and Auckland
Authors: Deuchar Neil , Saunders Katie , Vanderpyl Jane , Doub Thomas , Marquart Jules , Lurie Steve , Da Silva Angela , McKee Heather , Humberstone Verity , Moyle Stuart
Published: August 2011

When the International Initiative for Mental Health Leadership (IIMHL) was developed, one of the hopes was that the exchange visits among international sites would stimulate the development of collaborative working relationships. This article reviews one such collaborative project, the development and implementation of a comparative study of assertive community treatment teams, or assertive outreach teams as they are called in the UK and New Zealand.
‘I Wanna Tell You a Story’: Leaders as Storytellers
Authors: Bates Peter , Gilbert Peter
Published: August 2011

The authors explore the concept of leaders as storytellers and suggest that this approach to leadership is helpful as a way of communicating effectively with people. The authors conclude that story skills are also helpful for people with mental health problems to create their own recovery stories, frontline staff designing their professional development and leaders negotiating organisational change.
Leadership through the Lens of Mimetic Desire
Authors: Pink Colin
Published: August 2011

The author explores leadership ‘through the lens of mimetic desire’ suggesting that humans copy the behaviour of others and this is how we learn and progress. It is suggested that an effective leader is one who is able to channel this mimetic desire into shared goals, values and outcomes that can be perceived as having a wide benefit.
Putting People at the Heart of Public Services: Can We Make it a Reality this Time?
Authors: Cunnett Jessie
Published: August 2011

Exploring a brief history of patient and public involvement as a pathway to the present, the article considers whether we are close to achieving a system of public engagement in health and social care that can be truly held to account as enabling people to influence the decisions that affect their lives. Considering the most recent legislation and in particular local involvement networks the article looks more closely at ‘quality’ in public involvement and focuses on how we can work together through personal responsibility to achieve it.
Thought Leadership: Moving Hearts and Minds
Authors: Ryde Robin
Published: August 2011

Leadership and organisational change starts with thinking: thinking about problems, thinking about possibilities and thinking about capabilities. But thinking never occurs in a vacuum. Long gone are the days when a chief executive officer would disappear for weeks with a towel over their head only to reappear to announce ‘the strategy’ to the organisation. Thinking is of course a social activity that sees people coming together to develop and share ideas. The job of leadership is to exercise mastery over the process of social thinking in order to engage workers, to generate innovative ideas and to bring about change where needed. This paper considers the habits of social thinking, with reference to those found in the UK Civil Service, and proposes tools for leaders to significantly enhance their success.
Health Service Information Leadership Connex Ontario: A Complete Information System Solution
Authors: Davey Brad
Published: August 2011

This article, a product of an IIMHL‐brokered partnership, concerns the requisites of today's health services information systems, and how an organisation in London, Ontario, Canada is responding to the addictions and mental health service information needs of the citizens of the Province of Ontario. The piece draws a parallel between theory regarding how stored data can be translated into information, knowledge, understanding and, ultimately, wisdom, and the practical needs of information and referral organisations as per their objective of providing their consumers with the value of current and accurate information. In the case of ConnexOntario ‐ funded by Ontario's Ministry of Health and Long‐Term Care ‐ the keys to this value are the powerful database that is used to house the data, and the innovative ‘front‐end application’ ‐ ConnexOntario eServices ‐ that allows users to input, retrieve and present the information as necessary. An emphasis is also placed on how eServices, in concert with the ConnexOntario database, helps promote the principle of mental health service leadership for its stakeholders, which is relevant as per the stated objective of the IIMHL.
Strategic Management for Public Services Delivery
Authors: Lane Jan‐Erik
Published: August 2011

After the many years of public‐sector reforms in advanced capitalist democracies, a concept of strategic management for the delivery of public services would be highly relevant for the conduct of operations by public organisations, or bureaux, as well as in schemes of outsourcing. However, it must take into account the specific features of the public sector (such as the occurrence of bounded rationality and the risk of garbage‐can decision processes) as well as the implications of the rule of law. Outcome measures constitute the starting point in the derivation of public‐sector strategic management. As the ‘new public organisation’ replaces bureaucracy, then the flat and boundary‐less organisation will need more of a strategic management focus, especially when combined with outsourcing.
The Strategic, Enabling State: A Case Study of the UK, 1997‐2007
Authors: Joyce Paul
Published: August 2011

While several countries have introduced strategic planning and management into the work of government and the civil service, there has been some international interest in the British Government's development of strategic management in the period from 1997 to 2007. This paper begins by setting out the characteristics of the development of strategic management, which included a phase of producing departmental strategic plans during 2003‐04. It shows that the government's strategic planning was politically owned. The plans were not formulated by civil servants and rubber stamped by ministers. An analysis of key planning documents for the National Health Service, including the one produced in 2004 as a strategic plan, shows that strategic thinking was emergent. The paper concludes with an observation on the limitations of ministerial‐led strategic planning in a government seeking to realise a state model of being strategic and enabling.
Advocacy as Social Leadership
Authors: Kendrick Michael
Published: August 2011

The International Initiative for Mental Health Leadership (IIMHL) has a parallel branch that has a focus on issues for leaders in the disability sector (the International Initiative for Disability Leaders ‐ IIDL). This article was written by Michael Kendrick, an internationally renowned leader and speaker in the disability, mental health and aged care sector.
Self‐management as an Instrument for Public‐sector Reform: Its Prerequisites and Repercussions
Authors: Conrad Peter
Published: August 2011

Based on a short analysis of the underlying ideas of state and administrative reform, conceptual schemes of self‐management as instruments for public‐sector reforms are analysed. If self‐management is to become part of organisational innovation, decision‐makers will need to be well‐informed about its capacity to improve organisational effectiveness and efficiency. Yet, self‐management research is hampered by a lack of conceptual clarity and by an analysis of its functions in different organisational settings. Its application proves to be insignificant whenever underlying assumptions are not fully applicable.
Leadership, Education and Partnership: Project LEAP — Developing Regional Educational Leadership Capacity in Higher Education and Health Services through Collaborative Leadership and Partnership Working
Authors: McKimm Judy , Millard Luke , Held Sam
Published: August 2011

In 2007, Birmingham City University (formerly the University of Central England) and the West Midlands NHS Strategic Health Authority developed and implemented the LEAP (Leadership, Education and Partnership) project. The project extended and developed further a successful leadership development programme, which had run in the West Midlands for healthcare educators working in both higher education (HE) and NHS organisations.The LEAP project aimed to develop genuine partnership and collaborative working among health and social care education providers from a range of HE and NHS organisations in the West Midlands. This paper describes the leadership programme approaches and activities, the underpinning leadership and management theories and concepts, and the way in which these were woven together in the leadership development programme. Examples of some of the theoretical models and frameworks used in the programme, and reflections on how these helped to develop participants' knowledge, skills and approaches to collaboration and partnership working are also detailed.
The Importance of Expertise by Experience in Mental Health Services
Authors: Fox Joanna
Published: August 2011

Drawing partly on personal experience, the author of this article seeks to unpack the expertise that service users bring to the design and delivery of mental health services. Service user involvement cannot be imposed by policy diktat from above, she argues. Rather, it must be nurtured at the grass roots, by allowing service users to take control over their own lives, and their care and treatment.
Host leadership: towards a new yet ancient metaphor
Authors: McKergow Mark
Published: August 2011

The idea of leader as host came to me very suddenly on 16 February 2003, during a seminar by Matthias Varga von Kibéd and Insa Sparrer. It seems to me that the metaphor of leader as host offers a view on leadership that is at once rooted in millennia of practice and at the same time is something new and timely.Such metaphors are very important in my view ‐ they offer a rich and broad set of ideas about leadership in a way that allows interpretation into many different real‐life situations. Rather than a prescription, such metaphors offer us a way to engage with often difficult situations and quickly alter our thinking to come from another place. Building on the existing ideas of heroic and servant leadership, I hope you will find inspiration of a very practical kind in the metaphor and practice of the host.
Joint working for health and social outcomes: the partnership‐leadership mantra
Authors: Ansari Walid
Published: August 2011

Inclusion and participation have become key values steering the policies of many governments. Hence, partnerships are now considered increasingly prominent vehicles for stakeholder synergy, added value, collaborative advantage and building local capacities to address health and social concerns. However, generally leadership across organisational boundaries has received little attention, and particularly partnership leadership represents a central challenge in any collective undertaking.As an example, this paper starts by shedding light on the meaning of partnership. It then poses several questions in order to navigate the partnership‐leadership mantra. The paper examines the skills of leaders in five South African community partnerships as reported from the perspectives of each partnership and each participating stakeholder group. It describes the uniqueness of how each partnership views its leaders and the distinctiveness of how each stakeholder appraises its leadership. It highlights diffuse and shared leadership in collaborative settings, and it encourages the nurturing of emergent leaders. It concludes that one size of leadership does not fit all partnerships.
Leadership for quality improvement — what does it really take?
Authors: Lucas Bill , Buckley Triona
Published: August 2011

While the importance of leadership in quality improvement is increasingly being acknowledged, we still do not know enough about what improvement leaders actually do and how they behave. This paper describes how Alder Hey, using a range of experimental approaches, has created its own model of change and concluded that certain habits of mind are at the heart of sustainable improvement leadership.
Some lessons concerning agency transformation towards personalised services
Authors: Kendrick Michael
Published: August 2011

The International Initiative for Mental Health Leadership (IIMHL) is a joint endeavour involving eight countries, and aims to facilitate the sharing of best practices and to provide support and collaboration for leaders of mental health services to develop robust and effective managerial and operational practices. The ultimate aim is to improve services for people who use them. An article from the IIMHL is included in every issue of The International Journal of Leadership in Public Services.This paper describes the key learning outcomes that came from the examination of the experience of eight American community‐based agencies that altered their service practices from an exclusive reliance on group and fixed models of service, to models of service that were exclusively individualised for the entirety of the people they served. It examines the key lessons learned as to what drove this process and what did not, as well as what some of the critical comparative outcomes were. A significant core factor cited repeatedly was values‐based leadership from within the agency concerned and a key result was that individualised services for every person served were very cost competitive in the systems they were in.
Executive presence: what is it and how to get it
Authors: Long Stephen
Published: August 2011

Executive presence is demonstrated by leaders who achieve high performance while doing it the right way. Research conducted by The Institute for Level Six Leadership at the University of Kansas and the United States Air Force Academy has shown that leadership skills can be acquired and developed. Leaders who are able to connect the ends of continuums such as action and thinking, the abstract and the concrete, and the theoretical and the practical experience heightened judgement, stronger character and greater emotional maturity within themselves and their followers. Four components of executive presence are identified in the paper:1. Successful track record2. Establishing trust through high performance3. Self‐management skills4. Relationship management skills.Using the Level Six Leadership concept as a foundation, seven American executives were interviewed on the topic of executive presence. Executives served in both the private and public sectors and it appears that executive presence can be developed in both segments of management.