Browsing by Author "Jackson, Brad"

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Open Access
Building a Leadership Brand within the Public Sector: A Critical Assessment
(Te Herenga Waka—Victoria University of Wellington, 2016) Jog, Samradhni; Löfgren, Karl; Jackson, Brad
This paper investigates the potential utility of leadership branding for the public sector by ap-plying it as a sense-making approach to recent cross-sector leadership development initiatives that have been launched in the New Zealand State sector over the past eight years. We critically assess the collective effort to build a new, distinctive and positive leadership brand for the New Zealand public service aimed at improving the material and perceived performance of the pub-lic sector. Based on a discursive analysis of documentary evidence produced by the central actors within the NZ government who are charged with leadership development across the state sector, we have sought to investigate the discursive practices of leadership roles and identities. Specifically, we ask two questions: what have been the dominant discursive constructions of leadership that have been promulgated within the New Zealand state sector? To what extent do these serve to strengthen or weaken a compelling leadership brand? The study observes that, while leadership is constructed in a loose and ambiguous manner, two dominant themes perse-vere: leadership is primarily cast as a top-down process that is required to serve managerialist ends. We conclude that the leadership brand building efforts to date might well be hampered because of their exclusive, functionalist, internal and leader-centered focus.
Open Access
Independent Review of the Performance Improvement Framework
(Te Herenga Waka—Victoria University of Wellington, 2017) Allen, Barbara; Berman, Evan; Cantal, Clara; Eppel, Elizabeth; Jackson, Brad; Löfgren, Karl; Macaulay, Michael; Phillips, Barb; Plimmer, Geoff
The research was commissioned by State Services Commission and constitutes the first independent assessment of the Performance Improvement Framework (PIF). The project brief was to produce three key sets of information: - Comparative research with similar interventions across international jurisdictions; - An assessment of the value and impact derived from the PIF, and; - Recommendations for the future development and application of the PIF. Conclusions The PIF is, on balance, a successful and credible performance improvement tool that has contributed to the development of organisational strategic thinking within organisations. The longevity of the PIF is potentially down to the stability of political support offered by successive governments (unlike, for example, in the UK). Adaptations and evolution of the PIF also contributes to its longevity. Attention needs to be paid, therefore, to continuing evolution; particularly succession planning for personnel such as lead reviewers who have a trusted position and very positive reputation. PIF is one of many review processes and therefore attention needs to be paid to situating PIF within these broader themes; and also to investigate ways in which they can enhance the overall ‘ecosystem’ rather than replicate or challenge or elements of it.
Restricted
MGMT202: Management: Organisational Behaviour
(Victoria University of Wellington, 2005) Jackson, Brad