Abstract
This chapter builds on some of the issues explored earlier in this book and has three aims. The first is to examine and review the nature of leadership and performance management. Second, it considers how individual leadership can contribute to improved performance in the delivery of public services, in conditions of change and in the context of public governance. The third aim is to illustrate, through a case study, how leadership and performance management are linked in the British civil service.
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Horton, S., Farnham, D. (2007). Turning Leadership into Performance Management. In: Koch, R., Dixon, J. (eds) Public Governance and Leadership. DUV. https://doi.org/10.1007/978-3-8350-9100-9_20
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DOI: https://doi.org/10.1007/978-3-8350-9100-9_20
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