Adopting a multi‐perspective approach to the study of public sector managerial effectiveness

Abstract

Suggests that there is a need to explore managerial public sector effectiveness given its complexity and subjective nature. Argues the case for a multi‐perspective approach to public sector effectiveness, based on specific, inter‐related perspectives. Chooses these perspectives based on their ability to contribute to an explanatory framework focused on the features of effectiveness. Concludes that managerial effectiveness is essentially about understanding, reinterpreting and making sense of differing role expectations, which the framework developed will hopefully help in developing.

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