Leadership and service improvement: Dual elites or dynamic dependency?

Entwistle, Thomas Walter ORCID: https://orcid.org/0000-0001-6457-4749, Martin, Steve J. and Enticott, Gareth Paul ORCID: https://orcid.org/0000-0001-5510-9597 2005. Leadership and service improvement: Dual elites or dynamic dependency? Local Government Studies 31 (5) , pp. 541-554. 10.1080/03003930500293435

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Abstract

Effective local leadership is at the heart of the Government's ‘modernisation agenda’. Official pronouncements suggest a fairly straightforward division of roles between elected members who, it is argued, are responsible for community leadership, and officers who should provide corporate leadership of the local authority organisation. In practice, however, executive members frequently find themselves involved in decisions relating to the management and delivery of services. Where the leadership responsibilities of councillors and officers coincide, the compatibility of their different perspectives assumes critical importance. Large scale surveys of officers' and members' perceptions, conducted in 2001, 2002 and 2003, suggest that whereas the views of leading members are in tune with those of corporate officers, there are significant differences between their views and those of chief officers and service managers. There is therefore potential for confusion and conflict between the roles of senior managers and leading members, which may have important implications both for officer–member relations and the improvement agenda.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Geography and Planning (GEOPL)
Subjects:	G Geography. Anthropology. Recreation > G Geography (General) H Social Sciences > H Social Sciences (General)
Publisher:	Routledge
ISSN:	0300-3930
Last Modified:	18 Oct 2022 14:33
URI:	https://orca.cardiff.ac.uk/id/eprint/17967

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