This book analyses two key aspects of network management in the
public sector: leadership and performance. It investigates what
integrative leadership is, and how it differentiates from
leadership in single-agency structures. It also examines the
performance of public interest networks by proposing an analytical
framework that highlights which factors lead to high performance
networks. This book is of interest to scholars and students of
public management and public administration, as well as public
managers and practitioners acting through networks and
partnerships.
General
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