000			01486pab a2200169 454500
008			180718b2017 xxu||||| |||| 00| 0 eng d
100			_aMurphy, Joanne et al
245			_aManaging the entanglement: complexity leadership in public sector systems
260			_c2017
300			_ap.692-704.
362			_aSep-Oct
520			_aComplexity in public sector systems requires leaders to balance the administrative practices necessary to be aligned and efficient in the management of routine challenges and the adaptive practices required to respond to dynamic circumstances. Conventional notions of leadership in the field of public administration do not fully explain the role of leadership in balancing the entanglement of formal, top-down, administrative functions and informal, emergent, adaptive functions within public sector settings with different levels of complexity. Drawing on and extending existing complexity leadership constructs, this article explores how leadership is enacted over the duration of six urban regeneration projects representing high, medium, and low levels of project complexity. The article suggests that greater attention needs to be paid to the tensions inherent in enabling leadership if actors are to cope with the complex, collaborative, cross-boundary, adaptive work in which they are increasingly engaged. - Reproduced.
650			_aPublic administration
650			_aLeadership
773			_aPublic Administration Review
909			_a116489
999			_c116483 _d116483