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Leading and managing at the boundary: Perspectives created by joined up working

Broussine, Michael


Michael Broussine


Based on a process of action inquiry, this article reflects on the capacities that chief executives need in order to engage effectively with 'joined-up' working. It begins by examining the paradoxical feelings that chief executives can hold about their roles - feeling both powerful and powerless at the same time, for example. By adopting the notion of boundary, it is possible to understand more about the complexities that chief executives need to work with. These boundaries are emotional as much as they are structural. They imply a duality in the role as the chief executive works with the shifting relationships between the organisation and its external world, between organisational and political leadership, and between 'knowing' and 'not knowing'. To be able to work at the boundary, there is a premium on the capacities for sense-making through systemic analysis, for maintaining personal perspective and for seeing leadership as synonymous with learning. In the end, leading at the boundary challenges the chief executive to think from time to time about what he or she stands for as a person.


Broussine, M. (2003). Leading and managing at the boundary: Perspectives created by joined up working. Local Government Studies, 29(3), 128-138.

Journal Article Type Article
Publication Date Jan 1, 2003
Journal Local Government Studies
Print ISSN 0300-3930
Publisher Taylor & Francis (Routledge)
Peer Reviewed Peer Reviewed
Volume 29
Issue 3
Pages 128-138
Keywords joined-up working, leadership
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