ENTREPRENEURIAL LEADERSHIP IN THE ENGLISH PUBLIC SECTOR: PARADOX OR POSSIBILITY?

To purchase or authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1467-9299.2008.00736.x Byline: GRAEME CURRIE (1), MIKE HUMPHREYS (1), DENIZ UCBASARAN (1), STEVE McMANUS (1) Abstract: Our study explores the possibility for the enactment of entrepreneurial leadership in the English public sector under the Labour government's modernization agenda. To substantiate our analysis, we draw upon data gathered from leaders in three public sector arenas - the National Health Service, secondary schools, and further education (FE) colleges. Our study proposes a definition of public sector entrepreneurship that extends beyond existing literature. In essence, we contend that public sector entrepreneurship is characterized by the combination of three distinct agencies: 'stakeholder', 'entrepreneurial' and 'political'. The public sector entrepreneur identifies market opportunities within the political landscape, optimizes the performance-enhancing potential of innovation for the public sector organization, and carries stakeholders in a way that both permits risk and recognizes the stewardship of public sector resources. Author Affiliation: (1)Graeme Currie, Mike Humphreys, Deniz Ucbasaran and Steve McManus are in Nottingham University Business School. Article History: Date received 26 January 2007. Date accepted 20 April 2007.