This important book examines the role, behaviours and management practices of middle managers operating within the context of collaboration – complex inter-organizational and multi-sector settings that demand cross-boundary governance, policy and practice to tackle challenging contemporary societal problems and issues. Presenting new evidence and offering perspectives from both the public and private sectors, the author critically explores the main themes that are integral to the management challenges facing this cadre of managers. The book sets out the implications of this research for policy and practice and offers practical recommendations to policy makers and managers working in this area.
“A timely intervention from a key figure in the field. This book develops our understanding of the role of middle managers in collaboration - an under-researched field. Williams applies his usual expert blend of research and practice to offer insights of value to public middle managers everywhere.” Helen Sullivan, Australian National University
“In this thought-provoking study, Paul Williams sheds light on the neglected role of middle managers in addressing the complexities of collaboration. Successfully bridging policy, practice and academic divides, this book is essential reading for anyone interested in understanding the challenges of building collaborative relations, forging a common purpose and managing interdependencies.” Steven Griggs, De Montfort University
“Dr Williams brings his deep knowledge of and experience with collaboration to bear on the often-overlooked role of middle managers working within and across partnerships tackling contemporary public problems. This is a must-read for students, practitioners and scholars of collaborative governance.” Ricardo S. Morse, University of North Carolina at Chapel Hill
Paul Williams is an experienced researcher and academic with an international reputation for his work on collaborative working, particularly the role and competencies of boundary spanners.
Public management and public managers;
Managing for common purpose;
Managing complexity and interdependency;
Managing within and between organizations;
Implications for policy, practice and learning;
Reflections and conclusion.