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dc.contributor.authorWilliams, Paul
dc.date.accessioned2012-10-08T08:14:47Z
dc.date.available2012-10-08T08:14:47Z
dc.date.issued2011
dc.identifier.citationWilliams, P.M. Sullivan, H. and Jeffares, S. (2012) 'Leadership for collaboration: situated agency in practice', Public Management Review, 14 (1), pp.41-66.en_GB
dc.identifier.urihttp://dx.doi.org/10.1080/14719037.2011.589617
dc.identifier.urihttp://hdl.handle.net/10369/3353
dc.descriptionFull text not available from this repository. Follow the enclosed URI link to the location of the full text.en_GB
dc.description.abstract‘Leadership’ and ‘collaboration’ are integral to twenty-first century governance and management but, despite a growing literature, understanding about leadership for collaboration is hampered by a lack of specificity and nuance in theory and empirical research. This article responds to these limitations by working within an interpretive framework and employing Q-method to uncover different interpretations of leadership for collaboration operant among public managers in Wales. The article uses the concept of situated agency to explain why public managers offer diverse interpretations of leadership for collaboration despite working within the same governance framework, and to identify challenges to public managers in determining appropriate leadership for collaboration.
dc.language.isoenen_GB
dc.publisherTaylor & Francisen_GB
dc.relation.ispartofseriesPublic Management Review
dc.titleLeadership for collaboration: situated agaency in practiceen_GB
dc.typeArticleen_GB
dc.publisher.departmentCardiff School of Managementen_UK


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