Broussine MThe International Journal of Public Sector Management, (UK), 2000 Vol 13 No 6
Start page: 498. No of pages: 10
Investigates the competencies needed by the chief executives of UK local government; highlights the complex nature of the role; suggests that it is predominately concerned with values and politics. Reports on research commissioned by the Society of Local Authority Chief Executives to look into the key competencies that chief executives need to develop. Outlines a survey of thirty-six chief executives using regional focus groups and telephone interviews. Identifies five main capacities from the survey; identifies these as the capacity to work with the political dimension, to lead change and develop the organization, to maintain personal perspective and self-knowledge, to develop effective external relationships and to maintain a focus on strategic long-term issues; illustrates each capacity with verbatim quotations from chief executives. Spotlights the problematic relationship between chief executive and the leader of the council; puts forward that the concept of “capacity” is appropriate as a description of the chief executives role of being responsible for many diverse dimensions of local government work.
Subject(s): LOCAL GOVERNMENT, COMPETENCES, CHIEF EXECUTIVES, CONTINUING PROFESSIONAL DEVELOPMENT, COMMUNITY RELATIONS, POLITICS
Database: TMA: Top Management Abstracts PS: Public Sector Management Style: Survey . ISSN: 0951-3558. Reference: 29BA343
Reproduced by permission of Anbar Management Intelligence http://www.anbar.co.uk/management/home.htm