Globalisation-driven demands to increase efficiency and effectiveness require nearly all OECD member states to strategically modernise their management of state and administration.

In this book, internationally renowned scholars and practitioners elaborate on political as well as managerial questions, as how to make overriding Public Governance changes the 'guiding model' for a now needed stronger strategic approach. More specifically, their focus is on how moves towards a re-positioning as an enabling authority are to be made drivers for adapting management systems across all levels. In accordance with present developments, the authors explain how changes in the overall governance structure have to be used to adapt leadership practices in a more output-oriented or even entrepreneurial fashion. Overall, the underlying idea is to provide some further basics for a public sector type of a design-oriented management science.

Autorentext
Rainer Koch is Professor of Public Management at the Faculty of Economics and Social Sciences of the Helmut-Schmidt-University, University of the Federal Armed Forces Hamburg, Germany.

John Dixon is Professor of Public Policy and Management at the Faculty of Social Science and Business of the University of Plymouth, United Kingdom.

Zusammenfassung
We are proud to present the following collection of papers on Public Governance and Leadership. The idea behind this book goes back many years. It represents the culmination of a 15-year-long exchange between academics at German, Australian and British universities. Those deliberations inspired us to make Public Governance and Leadership the focus of this collection. Our challenge has been to identify and to bring together a group of internationally well known and renowned scholars to work on a variety of different aspects of this theme. Therefore, our thanks must first go to our contributors, all of whom worked with us to design and produce this compilation as a collective good. This work stands as evidence that very carefully built-up cross-cultural academic social capital can be used as a lever to create what we hope will be a very productive academic result. As editors we have our creditors. It goes without saying, but nevertheless it must be said, that in bringing a multi-national publication to press requires continuous excellent technical support. Our special thanks go to all the staff members and assistants who worked on this project from the Hamburg Helmut Schmidt University. We especially want to thank Ann-Christine Hasemann, who was most professional in her preparation of the manuscript in close co-operation with all the contributors and with the publisher. Any academic praise generated by the publication of this collection must be attributed to the efforts of the contributors.

Inhalt
Introduction: Problems and Questions.- Conceptual Background.- Public Governance and Leadership: Outline of the Subject.- Changes in Public Governance.- Governance and the Public Interest: The Challenges for Public Sector Leaders.- Modernes Regieren und Public Leadership.- Blair and Governance.- Navigating the Fragments: Political Dimensions of Managing Networked Public Service Delivery.- The Problem of Politics: Public Governance and Leadership.- Governance - Wandel als Lernprozess.- Changes in Politico-administrative Leadership.- Rebuilding Strategic Capacity? Multi-Level Governance, Leadership and Public Service Agreements in Britain.- Coordination and Leadership at the Centre of the Australian Public Service.- Das Konzept des aktivierenden Staates als deutsches Muster von Governance? - Zur Stabilität und zum Wandel von öffentlichen Institutionen.- Reforming the Machinery of Government: The Case of the German Federal Bureaucracy.- Leadership in Regional Cooperation.- Finding a Focus for Local Political Leadership: Performance, Party, Public or Partners?.- Changes in Organisational Leadership.- Leadership in a Managerial Context1.- Politics-Management Relations in an Agency Context: The Case of Centrelink.- Management Changes and Adapting Leadership Practices: The Case of the Shared Services Initiative of the Queensland State Government.- Ansätze einer geänderten Verwaltungssteuerung in der Praxis.- Wirkungsorientiertes Management in öffentlichen Dienstleistungseinheiten - Neue Anforderungen an die Führung.- Changes in Individual Leadership.- Turning Leadership into Performance Management.- Personenbezogene Führung als Context Setting - Knee Deep in the Big Muddy?.- Managing Motivation: Verhaltensannahmen und Personalsteuerung im New Public Management.- DoExtrinsic Rewards Enhance Organizational Citizenship Behavior? A Study of Public Sector Organizations.- Leadership and Ethics in a Managerialist Context.- Implementation.- Success Factors in Implementing Contested Organisational Change - Learning from Private Sector Change Politics.