Speaker/s
Dr Mariana Pexton, Deputy Chief Executive, Leeds City Council
Given the complex challenges facing local government, this case study research examines the features of senior officer leadership in relation to strategy development and delivery. Hear about the findings and what that might mean for leadership practice. The study investigated existing leadership and strategy literature, including that specifically about the public sector, and explored the use and potential value of adaptive leadership and strategic intent as subsets of the broader subjects. This research investigated the relevance of these concepts in local government, as well as the relationship between them in theory and practice.
This study was qualitative, undertaking semi-structured interviews with the top team, and using reflexive thematic analysis to generate findings. Participants in this research have distinct roles with different statutory responsibilities, as well as generic strategic leadership functions, with the data showing a strong degree of consistency as well as diverse perspectives.
Findings included leadership and strategy being purpose driven, adaptable and delivery focused, also noting the importance of organisational culture, combined system and organisational leadership, and equality, diversity and inclusion. The findings also highlighted the significant role of the Chief Executive on the nexus of strategy and leadership, including setting a constructive organisational culture and convening key partner relationships, and the data demonstrated that strategic intent and adaptive leadership are used and useful in a local government context.
The research concluded strong alignment between the data and literature, making a unique contribution to the literature gap about the leadership and strategy in local government, about the interrelationship between adaptive leadership and strategic intent, and their application in local government given the contemporary challenges faced.
Given this was a professional doctorate, the conclusions provide recommendations for leadership and strategy, as well as further research opportunities in the public sector given the literature gap.
The thesis is not publishable in order to protect the anonymity and confidentiality of participants; however the general findings and conclusions can be shared as a way of stimulating further debate and providing constructive insight about approaches to leadership and strategy given the challenging context the sector faces.
Takeaways
Gain insight from recent academic research (through a professional doctorate) about strategy and leadership in the sector given the challenges facing the sector.
Hear the findings from the research to stimulate reflection about organisational and system leadership practice and development.
Be part of a conversation that informs wider leadership thinking in the sector.
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