Sustaining Governance: The Case for Leadership

Sustaining Governance: The Case for Leadership

Olanrewaju Olaoye (University of Lincoln, UK)
DOI: 10.4018/978-1-4666-8274-0.ch011
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Abstract

This chapter has three core aims. First, to discuss the concepts of governance and leadership while drawing upon key literatures and qualitative data to make sense of the factors that can enable leadership to sustain governance systems. Second, the chapter explores the practice of leadership at the Greater London Authority (GLA) level in the United Kingdom (UK) in order to establish features synonymous with the practice of leadership. Third, the relations between governance and leadership are explored so as to better understand how the latter is employed in sustaining the governance process at the GLA level in the UK.
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The Concept Of Governance

The concept of governance has existed for quite a long time and its formal use can be traced to the work of Plato where he referred to governance as a way of designing a system of rule (Kjær, 2004). Governance as a concept witnessed a renaissance in the 1980s and 1990s as several authors (March & Olsen, 1995; Kooiman, 2003; Kjær, 2004; Leftwich, 1993, 1994; Rhodes, 1997; Stoker, 1998) defined the concept based on their interpretation and emerging trends. However, despite the definitional problem suffered by the term especially due to its use in different contexts, it shall be defined here according to Stoker (1999) as rules guiding collective decision among interconnected stakeholders.

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