Public Value Leadership in the Context of Outcomes, Impact and Reform

Abstract

The chapter considers leadership in public value settings. It examines public leadership practice in and for the creation of public value through exploring drivers and barriers in leadership action. Public value leadership is viewed through the competing lenses of leadership and public administration and set in context in relation to studies of health and social care integration and service co-production. It is argued that public value leaders operate within a complex environment where there is a need to manage the service expectations of actors and stakeholder relationships within and between various organisations, sectors and publics. The chapter concludes through forwarding hallmarks of public value leadership as a route-map for leadership development that may enhance the sustainability of leadership itself and, through such impact, the outcomes of public value service provision.