The capacities needed by local authority chief executives
By: BROUSSINE, Mike
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Material type: 
ArticlePublisher: 2000Subject(s): Competência | Chief Executives | Administração Regional | Gestão da AprendizagemThe International Journal of Public Sector Management 13, 6/7, p. 498-507Abstract: Research was commissioned to identify the competences that are required by local authority chief executives in the UK. It emerged that the "competence approach" was inappropriat for their needs. Instead, "capacity" - a concept originating in psychoanalytic theory - was adopted as one which reflected better the reality of the chief executive`s role. Through a qualitative research approach with a sample of chief executives, five capacities were identified. These were seen as central to the effective performance of the chief executives should not be based on an orthodox competence approach. It recommends the use of ~capacity" as a better way of coveying chief executives'capabilities to "hold" many interconnected, dynamic and paradoxical dimensions in their work
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
Research was commissioned to identify the competences that are required by local authority chief executives in the UK. It emerged that the "competence approach" was inappropriat for their needs. Instead, "capacity" - a concept originating in psychoanalytic theory - was adopted as one which reflected better the reality of the chief executive`s role. Through a qualitative research approach with a sample of chief executives, five capacities were identified. These were seen as central to the effective performance of the chief executives should not be based on an orthodox competence approach. It recommends the use of ~capacity" as a better way of coveying chief executives'capabilities to "hold" many interconnected, dynamic and paradoxical dimensions in their work
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