Local Government Leadership
From Future of Local Services to the Public
Local government leadership – creating political value
This collection of essays presents the thoughts of political leaders from the three main political parties in the UK. It also includes a number of different slants on the business of leadership in local government.
Ten years ago the term ‘leadership’ was rarely used to describe either the political or managerial imperatives of local government. Now, perhaps the most important and commonly-shared understanding in the sector is that high-quality leadership is vital. It is the key to the continued improvement of the sector and its credibility and reputation with the public it serves.
If improved leadership is the answer, then there are some very serious questions about how this will continue, be renewed and developed beyond those who are already fine practitioners and enthusiasts for the cause.
Contributors to this publication include:
Lucy de Groot, Executive Director, Improvement and Development Agency
Stephen Taylor, Chief Executive, Leadership Centre for Local Government
Councillor Stephen Greenhalgh, Leader of the London Borough of Hammersmith and Fulham
Councillor Sharon Taylor, Leader of Stevenage Borough Council
Councillor Richard Kemp, Liverpool City Council
Ben Page, Managing Director of Ipsos MORI
Mike Bennett, Assistant Director General of SOLACE
Kevin Orr, Director of the Centre of Management and Organisational Learning, Hull Business School
Joe Simpson, Director of Politics and Partnerships at the Leadership Centre for Local Government
Jo Silvester, Professor of Organisational Psychology at City University London
Christina Dykes, Political Director (Conservative) at the Leadership Centre for Local Government
Judi Billing, Political Leadership Adviser at the IDeA
Councillor Margaret Eaton OBE, City of Bradford Metropolitan District Council
Michael R Bloomberg, Mayor of the City of New York
