Introduction: Problems and Questions -- Conceptual Background -- Public Governance and Leadership: Outline of the Subject -- Changes in Public Governance -- Governance and the Public Interest: The Challenges for Public Sector Leaders -- Modernes Regieren und Public Leadership -- Blair and Governance -- Navigating the Fragments: Political Dimensions of Managing Networked Public Service Delivery -- The Problem of Politics: Public Governance and Leadership -- Governance - Wandel als Lernprozess -- Changes in Politico-administrative Leadership -- Rebuilding Strategic Capacity? Multi-Level Governance, Leadership and Public Service Agreements in Britain -- Coordination and Leadership at the Centre of the Australian Public Service -- Das Konzept des aktivierenden Staates als deutsches Muster von Governance? - Zur Stabilität und zum Wandel von öffentlichen Institutionen -- Reforming the Machinery of Government: The Case of the German Federal Bureaucracy -- Leadership in Regional Cooperation -- Finding a Focus for Local Political Leadership: Performance, Party, Public or Partners? -- Changes in Organisational Leadership -- Leadership in a Managerial Context1 -- Politics-Management Relations in an Agency Context: The Case of Centrelink -- Management Changes and Adapting Leadership Practices: The Case of the Shared Services Initiative of the Queensland State Government -- Ansätze einer geänderten Verwaltungssteuerung in der Praxis -- Wirkungsorientiertes Management in öffentlichen Dienstleistungseinheiten - Neue Anforderungen an die Führung -- Changes in Individual Leadership -- Turning Leadership into Performance Management -- Personenbezogene Führung als Context Setting - Knee Deep in the Big Muddy? -- Managing Motivation: Verhaltensannahmen und Personalsteuerung im New Public Management -- Do Extrinsic Rewards Enhance Organizational Citizenship Behavior? A Study of Public Sector Organizations -- Leadership and Ethics in a Managerialist Context -- Implementation -- Success Factors in Implementing Contested Organisational Change - Learning from Private Sector Change Politics.

Globalisation-driven demands to increase efficiency and effectiveness require nearly all OECD member states to strategically modernise their management of state and administration. In this book, internationally renowned scholars and practitioners elaborate on political as well as managerial questions, as how to make overriding Public Governance changes the ’guiding model’ for a now needed stronger strategic approach. More specifically, their focus is on how moves towards a re-positioning as an enabling authority are to be made drivers for adapting management systems across all levels. In accordance with present developments, the authors explain how changes in the overall governance structure have to be used to adapt leadership practices in a more output-oriented or even entrepreneurial fashion. Overall, the underlying idea is to provide some further basics for a public sector type of a design-oriented management science.