International Journal of Leadership in Public Services: Volume 7 Issue 1

Editorial

Mark Davison, Steve Onyett

Introducing the new editors

Peter Gilbert, Valerie James, John Tatam

Lessons in leadership for learning and knowledge management in multi‐organisational settings

Paul Williams, Helen Sullivan

Learning and knowledge management (KM) are important though complex elements of multi‐organisational collaborations. Leadership is often considered to be critical in shaping the…

Leading Powerful Partnerships — a new model of public sector leadership development

Tim Meaklim, Jenny Sims

This paper provides a review of an innovative new leadership programme aimed at senior leaders in the police service and other public sector services. It considers the context and…

Leadership for social care outcomes in mental health provision

Daisy Bogg

The emphasis on outcomes rather than process is an area that is receiving significant attention across the delivery of public sector services, and the question ‘so what?’ is…

Practical methods of creating vision and leadership in local partnerships

Dan Hales, Marc Connor, Dominic Brown

Local partnerships are based in bureaucracies, making creating a vision for a new way of working highly difficult. Central government has awarded seven local partnerships Systems…

Personalisation Tipping Point Framework

Terry Hawkins

The national programme for personalising adult social care represents a massive change management challenge for local government in England. The programme has entered its third…

‘Get out there and do some leadership through getting knowledge’

John Seddon, Steve Onyett