Leadership within public administration is stuck in the `no-man"s-land" between political science and organization theory. On the one hand organization theorists promote their particular brand of transformational leadership - the leader sets the basic values of the firm and heroically shapes the culture of the organization. On the other hand political scientists treat public management as a prescribed regiment of strict obedience to elected officials - without values or heroism. This book offers an alternative well-reasoned and viable basis upon which to construct a concept of leadership which is directly and immediately relevant to the practising public administrator.