000			01612pab a2200181 454500
008			180718b2017 xxu||||| |||| 00| 0 eng d
100			_aOrr, Kevin
245			_aRelational leadership, storytelling, and narratives: practices of local government chief executives
260			_c2017
300			_ap.515-527.
362			_aJul-Aug
520			_aThis article examines the storytelling and narrative practices of an elite group of public administrators in the United Kingdom: local government chief executives. The authors do so through the lens of relationality, exploring the collective dimensions of leadership. The focus on leadership and stories embraces the narrative turn in public administration scholarship. It responds to calls for research examining the distinctive settings of everyday leadership action. The contribution to theory is a qualitative understanding of the relational ways in which stories and narratives are used in the practices of public administration leaders. The article analyzes four ways in which such leadership is accomplished: inviting an emotional connection and commitment to public service, making sense of organizational realities, provoking reflections on practices and assumptions, and managing relations with politicians. The authors offer an appreciation of how relational leadership influence can be generated by expressive narratives and storytelling rather than stemming from bureaucratic authority. - Reproduced.
650			_aLeadership
650			_aLocal government
700			_aBennett, Mike
773			_aPublic Administration Review
909			_a115704
999			_c115698 _d115698