000			01536pab a2200205 454500
008			180718b2007 xxu||||| |||| 00| 0 eng d
100			_aHumphreys, Peter C.
245			_aLeadership in a decentralized public service: some lessons from Ireland
260			_c2007
300			_ap.65-79.
362			_aMar
520			_aBuilding upon earlier `decentralization' initiatives to disperse geographically Irish civil service staff outside Dublin, a new government programme, announced in December 2003, will result in over half of all civil service posts, including some of the most senior officials and head offices, being located away from the capital. This unique initiative in European terms will raise significant leadership opportunities and challenges for the effective running of Ireland Inc. This article seeks to identify and analyse a number of these opportunities and challenges from a public service leadership perspective. In addition to a detailed literature review, the research analysed available data on previous national and international experience and involved in-depth discussions with senior managers and other stakeholders. It is argued that effective leadership is at a premium within the context of a geographically complex, decentralized civil and public service. - Reproduced.
650			_aLeadership - Ireland
650			_aCivil service - Ireland
650			_aCivil service
700			_aO'Donnell, Orla
773			_aInternational Review of Administrative Sciences
908			_aN
909			_a73807
999			_c73807 _d73807