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    Developing creative leadership in a public sector organisation

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    Authors
    Loewenberger, Pauline Anne
    Newton, Mark
    Wick, Kylie
    Affiliation
    University of Bedfordshire
    British Transport Police
    Issue Date
    2014
    Subjects
    leadership
    innovation
    public sector organizations
    management learning
    organisational climate
    problem-solving
    N200 Management studies
    
    Metadata
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    Abstract
    Purpose – This paper aims to demonstrate the effective development of creative and innovative capability in a rigid bureaucratic public sector environment of an area of the British Transport Police, championed by the Area Commander and informed by extant literature. Design/methodology/approach – The focus is on an intervention that addressed two related issues suggested by extant literature, cognitive blocks to creative thinking and organisational barriers. A diagnostic assessment of the climate for creativity prompted reflection leading to simultaneous interventions, combining supervisory and senior management support with a structured process of creative problem solving focusing on problems generated at a strategic level. Findings – This has proved highly effective. At the end of the first year, five six-week cycles had already resulted in more than 600 new ideas, of which 52 were in the pipeline and 13 had already been endorsed. Few required financial investment and have increased effectiveness and optimised use of resources – literally doing more with less. Evidence is emerging of a climate more supportive of creativity and innovation. Practical implications – Positive outcomes have significant implications for the enhancement of creativity and innovation through intrinsic motivation. This example has potential for other public service organisations. Originality/value – Simultaneous interventions across multiple levels are rare. That this has been achieved in a rigid bureaucratic environment public sector organisation adds to the unique value of this contribution.
    Citation
    Loewenberger P., Newton M. and Wick K. (2014) 'Developing creative leadership in a public sector organisation' International Journal of Public Sector Management Vol 27 (3) pp190-200
    Publisher
    Emerald
    Journal
    International Journal of Public Sector Management
    URI
    http://hdl.handle.net/10547/576864
    DOI
    10.1108/IJPSM-11-2012-0152
    Additional Links
    http://www.emeraldinsight.com/doi/abs/10.1108/IJPSM-11-2012-0152#
    Type
    Article
    Language
    en
    ISSN
    0951-3558
    ae974a485f413a2113503eed53cd6c53
    10.1108/IJPSM-11-2012-0152
    Scopus Count
    Collections
    Centre for Leadership Innovation (CLI)

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