Australian Journal of Public Administration最新文献

{"title":"Foundations for a more human(e) government: Reflections at a transitional moment","authors":"Janine O'Flynn","doi":"10.1111/1467-8500.70012","DOIUrl":"https://doi.org/10.1111/1467-8500.70012","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>In an era of growing hostility towards government in many parts of the world, how might we chart a more positive future direction? This article sets out foundations for a new approach to public administration. It sets these in contrast to the extreme hostility and turbulence that erupted followed the inauguration of the Trump Administration in January 2025 and seeks to chart a future for our field that is more human(e).</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>Increasing turbulence and hostility towards public servants call for new ideas in the theory and practice of public administration and management.</li>\u0000 \u0000 <li>Focusing on positive aspects of government, along with increasing our capacity to cope with complexity, being more empathetic, and working with humility, can help us to shape new approaches to public administration and practice.</li>\u0000 \u0000 <li>Being more human-centred, and operating with more care and compassion, can help to develop a much more human(e) approach to how we govern.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"84 3","pages":"457-462"},"PeriodicalIF":2.1,"publicationDate":"2025-06-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8500.70012","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145038542","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Bushfire public inquiries: From recommendations to hybrid emergency management arrangements","authors":"Graham Dwyer,&nbsp;Timothy Marjoribanks,&nbsp;Fiannuala Morgan,&nbsp;Jane Farmer","doi":"10.1111/1467-8500.70007","DOIUrl":"https://doi.org/10.1111/1467-8500.70007","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>Victoria, Australia consistently experiences significant bushfires. This article examines the ways in which public inquiry recommendations after major bushfires in Victoria have played an important role in shifting the emphasis of emergency management organisations (EMOs) from bushfire response to bushfire preparedness through hybrid emergency management arrangements. Based on a qualitative analysis of Victorian public inquiry bushfire reports from 1851 to 2020, this study shows that public inquiry recommendations contribute to new emergency management arrangements. These new arrangements have seen organisational hybridity emerge as a way of achieving greater integration between EMOs. These findings have important implications for research related to managing natural hazard events such as bushfires which, to date, has proposed that public inquiries hinder the ability of EMOs to learn from bushfires and, more broadly, natural hazard events. This study also shows how emerging organisational hybrid phases have been important as a mechanism by which EMOs have moved towards an approach to natural hazard mitigation which is shared, collaborative, and prospective.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>This article provides insights into ways in which practitioners can use public inquiry recommendations as a basis for creating hybrid emergency management arrangements, including policies, practices and procedures.</li>\u0000 \u0000 <li>It also highlights how practitioners can use public inquiry recommendations as a way of focusing on preparedness for future natural hazard events.</li>\u0000 \u0000 <li>Additionally, the article offers insights into organisational learning, suggesting that emergency management organisations have been able to demonstrate learning as a process of continuous improvement by implementing public inquiry recommendations.</li>\u0000 \u0000 <li>Finally, it presents a framework which can be used by practitioners to operationalise hybridity in emergency management organisations. The emphasis is on approaches that are shared, collaborative and prospective.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"84 2","pages":"403-441"},"PeriodicalIF":2.1,"publicationDate":"2025-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8500.70007","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144519608","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"In the shadow of bureaucratic governance: A framework for internal governance in government organisations","authors":"Rick Anderson","doi":"10.1111/1467-8500.70006","DOIUrl":"https://doi.org/10.1111/1467-8500.70006","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>Government organisations employ various forms of governance, both externally and internally. Externally, government organisations increasingly operate within networks, while internally, bureaucratic governance is often maintained. While research has been conducted on how external network governance can be shaped, less is known about the impact of internal governance on the contribution the government organisation makes to the external network and how the internal governance structure within a government organisation can align with its external network governance. This research demonstrates that the way internal governance is structured influences the contribution that government organisations make to an external network. Internally, a bureaucratic form of governance is often combined with network or market governance. Combining bureaucratic governance with network governance provides a good basis for timely and substantively correct contributions but can also lead to a clash between these two forms of governance. The combination of bureaucratic governance and market governance provides a basis not only for timely and substantively correct contribution but also for reliable contribution to the network.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>It can be concluded that bureaucratic governance can be effective insofar as it targets the organisational units under the primary director's responsibility. However, this internal governance form can fall short when contributions from other directorates need to be adjusted.</li>\u0000 \u0000 <li>This is especially evident in external projects realised within a network that involve contributions from multiple departments under different directors within the government organisation, as an organisation relying solely on bureaucratic governance may struggle to provide timely and appropriate support for the project.</li>\u0000 \u0000 <li>A combination of bureaucratic governance and network governance appears to be more effective, but a lack of coordination between the two can lead to internal governance conflicts. This can result in inconsistent contributions to the project by the government organisation.</li>\u0000 \u0000 <li>When internally combining bureaucratic governance with market governance, this issue seems to be less prevalent. The study demonstrates that a blend of bureaucratic and market governance leads to perceived reliability of the organisation's contribution by project participants.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"84 3","pages":"499-519"},"PeriodicalIF":2.1,"publicationDate":"2025-04-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8500.70006","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145038144","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Vale Gemma Carey: Warrior, scholar, friend","authors":"Helen Dickinson,&nbsp;Sophie Yates,&nbsp;Jeremiah Brown,&nbsp;Eleanor Malbon","doi":"10.1111/1467-8500.70001","DOIUrl":"https://doi.org/10.1111/1467-8500.70001","url":null,"abstract":"&lt;p&gt;We write this editorial in commemoration of the life and scholarship of our colleague and friend Professor Gemma Carey who died on 17 November 2024. Gemma was a well-known and respected scholar in the field of public administration in Australia and internationally. She made significant contributions to research into disability policies and programmes, collaboration within and beyond government, and the implementation of a range of policies relating to social inequity. Drawing on her lived experience, she was a tireless advocate for people living with adversity such as chronic illness, gender-based violence, and COVID-19 vulnerability. She will be remembered for her significant scholarship in public administration, disability studies, and public health. But more than this, Gemma will be remembered for her generosity with colleagues, particularly early career researchers and PhD students, and her relentless fight against social inequities.&lt;/p&gt;&lt;p&gt;Gemma was awarded her PhD in social policy and population health from the University of Melbourne and worked in research roles at RegNet, ANU, and the Public Service Research Group, UNSW Canberra before becoming an associate professor within the Centre for Social Impact (CSI), UNSW Sydney. At CSI, Gemma assumed leadership roles as Research Director and then National Research Director. At the age of 37, Gemma was made a full professor in recognition of her research and policy impact. She was a prolific writer, and in her too-short academic career published more than 100 journal articles, four books, and countless other papers and reports. The volume and nature of these contributions are even more significant given that Gemma experienced chronic illness resulting from an auto-immune condition, and from 2021 to 2024 was forced to take extended leave as a result of a vaccine injury.&lt;/p&gt;&lt;p&gt;In no journal did Gemma's work have more impact than the &lt;i&gt;Australian Journal of Public Administration&lt;/i&gt;. She served on its editorial board, where she made significant contributions to advancing the journal, and appeared in its pages 19 times—most recently in November 2024. Gemma edited special issues for AJPA on the impact of administrative burdens in welfare systems (Carey, Moynihan, et al., &lt;span&gt;2021&lt;/span&gt;) and on using a feminist lens to analyse policy and public administration (Carey, Dickinson, et al., &lt;span&gt;2018&lt;/span&gt;). Both of these collections sought to galvanise new conversations around important issues relating to social inequities, which was a central theme through her research. Another strong theme was the importance of cross-boundary work between government agencies and non-government organisations, particularly in terms of dealing with complex policy issues. Gemma wrote extensively about boundary spanning (Carey et al., &lt;span&gt;2017&lt;/span&gt;; Carey, Landvogt, et al., &lt;span&gt;2018&lt;/span&gt;) and the governance and management practices that enable more effective joined up government (Buick et al., &lt;span&gt;2018&lt;/span","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"84 1","pages":"3-5"},"PeriodicalIF":2.1,"publicationDate":"2025-02-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8500.70001","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143735493","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Hybridised public management: Introduction to the special issue","authors":"Jan-Erik Johanson,&nbsp;Jarmo Vakkuri,&nbsp;David Mills,&nbsp;Adina Dudau","doi":"10.1111/1467-8500.70000","DOIUrl":"https://doi.org/10.1111/1467-8500.70000","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>Our analysis of the literature indicates a growing prominence of hybridity within the field of public administration. Hybrid arrangements incorporate ambiguities and controversies, but they also represent opportunities for joint action and goal achievement. The difficulties inherent in hybridity originate from the dichotomous view of the public–private divide and the underdeveloped measurement instruments. The contributions of this special issue address these challenges, providing extensive evidence as to the empirical reality of the manifold aspects of hybrid public management. Encouragingly, this knowledge enabled us to revisit existing hybridity models and provide an up-to-date Framework for Hybridised Public Management to further advance the development of theory and practice. Drawing on this framework, we suggest future research in key areas.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>Public managers in hybrid organisations must adeptly communicate with varied audiences, each with distinct expectations. This requires tailoring messages to demonstrate the organisation's multi-faceted value creation, encompassing public, private, and social benefits, to secure stakeholder buy-in and support.</li>\u0000 \u0000 <li>The integration of divergent goals and logics in hybrid organisations demands innovative organisational designs to manage these incongruences. Hybrid organisational structures and processes should foster cooperation among public, private, and civil society actors.</li>\u0000 \u0000 <li>Traditional financial metrics often inadequately capture the complexity and societal value of hybrid arrangements. Practitioners should adopt and develop performance measurement systems that reflect the multi-dimensional outcomes of hybridity, balancing financial, social, and public value considerations.</li>\u0000 \u0000 <li>The inherent ambiguity in hybrid organisations can lead to excessive oversight that hinders innovation and goal alignment. Practitioners need to establish governance frameworks that mitigate ambiguity while ensuring accountability and preserving the core mission of the hybrid entity.</li>\u0000 \u0000 <li>Public–private cooperation can be instrumental in leveraging additional public financing, not only for widening the resource base but also for gaining legitimacy.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"84 2","pages":"193-209"},"PeriodicalIF":2.1,"publicationDate":"2025-02-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144519924","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The concept of the strategic state: An assessment after 30 years","authors":"Ian C. Elliott,&nbsp;Alasdair Roberts","doi":"10.1111/1467-8500.12685","DOIUrl":"https://doi.org/10.1111/1467-8500.12685","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>The strategic state was conceptualised 30 years ago in response to neoliberal reforms of government and the rise of New Public Management that began in Western democracies in the 1980s. The concept was widely used by the Organisation for Economic Co-operation and Development in assessing the performance of governments through the 2000s. This research note describes how the concept has evolved, lessons learned from the application of the concept over the last 20 years, and some new developments that affirm the continuing relevance of the concept but also make its practical application more challenging.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>The strategic state is a well-established concept of long-term, outcomes-based government. It is pertinent to contemporary debates around mission-driven government and wellbeing approaches to government.</li>\u0000 \u0000 <li>The strategic state requires long-term and sustained investment in strategic capabilities, in part to mitigate against electoral pressures.</li>\u0000 \u0000 <li>Secondly, it requires a connection from strategy to action through clear accountability processes for both individuals and organisations including appropriate budgeting and evaluation mechanisms.</li>\u0000 \u0000 <li>Thirdly, a successful strategic state requires effective collaboration between different levels of government. This can be supported through a relational approach to public service design and delivery.</li>\u0000 \u0000 <li>Challenges to the strategic state include increased turbulence from political events, economic crises, the climate emergency, and the rise of artificial intelligence; the erosion of public trust in government and social cohesion combined with the rise of populist movements; and a decay in the media environment with increasing public alienation and polarisation in political debate.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"84 3","pages":"558-569"},"PeriodicalIF":2.1,"publicationDate":"2024-12-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8500.12685","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145037801","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Who decides what works? Ethical considerations arising from the Australian Government's use of behavioural insights and Robodebt","authors":"Sarah Ball","doi":"10.1111/1467-8500.12676","DOIUrl":"https://doi.org/10.1111/1467-8500.12676","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>Behavioural insights and the use of nudge have attracted a lot of interest among governments across the globe since the introduction of the UK's Behavioural Insights Unit in 2010. One of the key challenges since these early days has been the concern that behavioural policy design, in particular the use of nudges, could be misused to manipulate citizens. When the Robodebt Royal Commission released its report in 2023, these concerns were renewed in Australia. It revealed that the Department of Human Services had used behavioural insights to inform the design of letters informing citizens of a debt in such a way as to minimise the impact on call centres while shifting that impact onto citizens. Did this use finally reveal what many had feared? Could government not be trusted with behavioural insights? This article will first explore the ethical concerns that have surrounded the implementation of nudges and behavioural policy. Following this, the paper will go beyond the debate over the ethics of implementing behavioural policies and argue instead that a focus on the theoretical opportunities and risks of nudge and behavioural policy fails to capture the significant risks inherent in implementation. When all proposed protections—the use of ethical frameworks, publication and testing, and in-depth research—remain optional in practice, a commitment to ‘ideology-free’ evidence can obscure more than it enlightens. The paper concludes by pointing to critical steps the Australian public sector can take to ensure future accountability and transparency for policy design, for nudges but also beyond.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>Nudging is neither ethically neutral nor inherently problematic. The context in which policy is designed is critical.</li>\u0000 \u0000 <li>Robodebt highlighted several flaws in the context in which policy is designed in Australian federal policymaking, including a public service which appeared more comfortable with debates over technical delivery concerns than the content of policy.</li>\u0000 \u0000 <li>Robodebt revealed that parts of the public sector had become overly focused on ‘what works’, rather than providing advice on social desirability, acceptability, human rights, and equity.</li>\u0000 \u0000 <li>This experience should therefore lead to greater apprehension about the use of nudging, as there is a risk that ethical issues will go uninterrogated.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"84 1","pages":"159-171"},"PeriodicalIF":2.1,"publicationDate":"2024-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143735458","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A critical examination of data for market stewardship: The case of the Australian National Disability Insurance Scheme","authors":"Eleanor Malbon,&nbsp;David Gilchrist,&nbsp;Gemma Carey,&nbsp;Helen Dickinson,&nbsp;Daniel Chamberlain,&nbsp;Anne Kavanagh,&nbsp;Satish Chand,&nbsp;Damon Alexander","doi":"10.1111/1467-8500.12677","DOIUrl":"https://doi.org/10.1111/1467-8500.12677","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>Market mechanisms have emerged as a dominant approach in the provision of public welfare services, most notably in sectors such as disability care, aged care, and health care. While this shift promises potential benefits such as improved efficiency, enhanced service quality, and increased consumer support, it also presents significant challenges around equity, access, and the potential for market failure in the absence of effective regulation and governance. Stewardship of quasi-markets from the national to the local level is essential for the success of such programs, and the effectiveness of that stewardship relies in part on good-quality data for decision-making. This research note provides a critical examination of the National Disability Insurance Scheme's (NDIS) data management in Australia and its implications for local market stewardship. This analysis highlights the considerable barriers local market stewards encounter in using NDIS market data for stewardship activities due to the pervasive issues of incomplete datasets and a lack of granular, comprehensive data. These obstacles constrain effective local decision-making, obscure market predictability, and may hinder service improvement initiatives at the grassroots level. The study acknowledges ongoing improvements in NDIS data management while emphasising the need for rapid progress to ensure meaningful choice and control for all NDIS participants.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>Public sector markets can provide efficiencies for government, but they also require management to ensure they are functioning effectively and protecting equity.</li>\u0000 \u0000 <li>‘Stewardship’ actions, to address market issues, require good-quality data.</li>\u0000 \u0000 <li>At present, data on the NDIS—both collected and distributed—have serious limitations that are hindering efforts to address market issues.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"84 2","pages":"442-454"},"PeriodicalIF":2.1,"publicationDate":"2024-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144519639","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"U.S. against the world: Authoritarianism among American public servants","authors":"Michael E. Bednarczuk","doi":"10.1111/1467-8500.12666","DOIUrl":"https://doi.org/10.1111/1467-8500.12666","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>What is the prevalence of authoritarianism among public servants in the United States, and what are its resulting consequences? Several underlying psychological traits are associated with both authoritarianism and a desire to work in the public sector, such as an aversion to ambiguity and a preference for order and security. Scholarship also suggests that those with high authoritarian attributes may see the world through an ‘us versus them’ prism; in this case, the ‘them’ may be represented by other countries. Therefore, it is hypothesised that those with higher authoritarian attributes are more likely to work in the public sector and that public servants with higher authoritarian attributes are more likely to be sensitive to potential threats to the country. Using six surveys that cover a 20-year period from the American National Elections Study, both hypotheses are supported. Authoritarian attributes  are associated with an increased likelihood of government employment. Additionally, authoritarian public servants tend to support government wiretapping and express greater concern about terrorism. The presence of authoritarianism among public sector employees has implications for a range of governance issues, which makes it important to understand where and to what degree it is prevalent.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>More attention should be devoted to the division and prevalence of authoritarian attributes within public servants .</li>\u0000 \u0000 <li>Checks and oversight mechanisms should be implemented for public sector employees in sensitive areas to help counterbalance potential authoritarian impulses.</li>\u0000 \u0000 <li>Organisational cultures that value openness, evidence-based policymaking, and tolerance for dissenting viewpoints should be fostered as a counterweight to authoritarian preferences for conformity.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"84 1","pages":"172-183"},"PeriodicalIF":2.1,"publicationDate":"2024-10-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143735488","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Government-level public leadership development in the United States","authors":"Ed Dandalt","doi":"10.1111/1467-8500.12670","DOIUrl":"https://doi.org/10.1111/1467-8500.12670","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>This paper examines 201 leadership development programmes run by government agencies in the United States. It focuses on in-service training provided to civil servants at the federal and state levels. The aim of this paper involves identifying and discussing the main curriculum themes that underpin those training programmes. Based on the analysis and interpretation of these programmes, it proposes directions for future public administration research.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>Five curriculum themes—mentoring, leading change, emotional intelligence, diversity and equity, and crisis leadership—underpin the leadership training programmes of government agencies.</li>\u0000 \u0000 <li>These public organisations should be viewed and conceptualised not only as bureaucracies but also as communities of learning.</li>\u0000 \u0000 <li>It is crucial to measure these training programmes’ organisational outcomes and effectiveness.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"84 3","pages":"570-581"},"PeriodicalIF":2.1,"publicationDate":"2024-10-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145038450","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}