000			01459nam a2200181 4500
999			_c512673 _d512673
008			191207b ||||| |||| 00| 0 eng d
100			_aHartley, Jean _914328
245			_aLeading and recognizing public value
260			_bPublic Administration
300			_a97(2), 2019: p.264-278.
520			_aThis article examines the relationship between leadership and public value, which is particularly challenging in a context of explicit contest and conflict. The theoretical framework is illustrated through a case study of policing rural crime. The study reveals that the police worked with multiple and competing publics rather than a single homogeneous public, and that part of their leadership role was to create and convene a public space in which different voices and divergent views could be expressed. The study notes that research needs to pay attention to the loss and displacement of public value, not solely its creation and recognition. The need to convene multiple publics required the police to lead, as part of a leadership constellation, and with political astuteness. The findings have wider relevance for other public services, and for studies of leadership and public value at the intersection between the state and civil society. - Reproduced.
650			_aPublic values _914329
700			_aParker, Steven _914330
700			_aBeashel, Jim _914331
773			_a Public Administration
906			_aLeadership
942			_2ddc _cAR