Australia

John HALLIGAN

Research output: A Conference proceeding or a Chapter in BookChapter

Abstract

A basic premise of this chapter is that public service leadership is subsequently a product of administrative culture, which in turn is reflected in how senior public servants are trained. The extent to which administrative culture is a decisive factor and how training shapes leadership development needs to be explored against the backdrop of a country’s political structure and public management paradigms that contextualize, focus and channel the institutions and programs for developing the capabilities of senior public servants. The training model for a public service system is also subject to internal perspectives about the provision of training and development agency needs and conceptions of leadership. Australia has been strongly influenced by British tradition, but the result needs to be considered with its new world context and the environmental factors that have shaped its identity. A strong strain of egalitarianism has been pervasive in Australian society and has influenced how the Australian senior public service has been constituted. Nevertheless, the managerialisation of the national public sector has been the most enduring feature of the last three decades, and approaches to leadership associated with Anglophone systems have been prevalent.
Original languageEnglish
Title of host publicationLeadership and Culture
Subtitle of host publicationComparative Models of Top Civil Servant Training
EditorsMontgomery Van Wart, Annie Hondeghem, Erwin Schwella
Place of PublicationLondon, United Kingdom
PublisherPalgrave Macmillan
Pages25-40
Number of pages16
ISBN (Electronic)9781137454133
ISBN (Print)9781137454126
DOIs
Publication statusPublished - 2015

Fingerprint

leadership
public service
servants
egalitarianism
need development
public management
political structure
environmental factors
public sector
paradigm
Society

Cite this

HALLIGAN, J. (2015). Australia. In M. V. Wart, A. Hondeghem, & E. Schwella (Eds.), Leadership and Culture: Comparative Models of Top Civil Servant Training (pp. 25-40). London, United Kingdom: Palgrave Macmillan. https://doi.org/10.1057/9781137454133_2
HALLIGAN, John. / Australia. Leadership and Culture: Comparative Models of Top Civil Servant Training. editor / Montgomery Van Wart ; Annie Hondeghem ; Erwin Schwella. London, United Kingdom : Palgrave Macmillan, 2015. pp. 25-40
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HALLIGAN, J 2015, Australia. in MV Wart, A Hondeghem & E Schwella (eds), Leadership and Culture: Comparative Models of Top Civil Servant Training. Palgrave Macmillan, London, United Kingdom, pp. 25-40. https://doi.org/10.1057/9781137454133_2

Australia. / HALLIGAN, John.

Leadership and Culture: Comparative Models of Top Civil Servant Training. ed. / Montgomery Van Wart; Annie Hondeghem; Erwin Schwella. London, United Kingdom : Palgrave Macmillan, 2015. p. 25-40.

Research output: A Conference proceeding or a Chapter in BookChapter

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HALLIGAN J. Australia. In Wart MV, Hondeghem A, Schwella E, editors, Leadership and Culture: Comparative Models of Top Civil Servant Training. London, United Kingdom: Palgrave Macmillan. 2015. p. 25-40 https://doi.org/10.1057/9781137454133_2