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Professor Jean Hartley

Professor Jean Hartley is a member of The Open University's Centre for Public Leadership and Social Enterprise.

You can email Professor Jean Hartley directly; but for media enquiries please contact a member of The Open University's Media Relations team.

Staff profile

See below for Professor Jean Hartley's:

Biography

Professor Hartley has contributed to the field of public leadership and management for two decades through research, teaching and development work. This has shaped some of the thinking and ideas in the field for example about the value and use of political astuteness skills among public servants, about the interplay between political and managerial leadership, and about the leadership of innovation in public services. She has joined The Open University Business School from Warwick Business School where she was Professor of Organisational Analysis and co-founded the Institute of Governance and Public Management. Previous to that she has held the position of Senior Lecturer at University of London's Birkbeck College and research and teaching posts at Universities of Manchester and Sheffield.

Teaching interests

Professor Hartley’s teaching interests centre around public leadership and innovation and organisational change.

Research interests

Professor Hartley’s field of research is leadership, organisational development and management. Her core discipline is organisational psychology but most of her research is cross-disciplinary and focused on public leadership and management. Her special interests are in leadership with political astuteness, and innovation and organizational change in public services.

External contributions

Professor Hartley is a Fellow of the British Academy of Management and of the British Psychological Society. She is on the review boards of the journals of Leadership, Leadership & Organization Development Journal and Teaching Public Administration. She is also a regular external examiner.

International collaborations

Professor Hartley is undertaking research on leadership with political astuteness with colleagues at the Australia and New Zealand School of Government, and on innovation in public services at the University of Roskilde in Denmark.
 

Areas of expertise

  • public leadership
  • organisational change

Publications

Journal papers
Hartley, J  (2011)  'Learning in the whirlwind: politicians and leadership development', Public Money and Management, vol. 31, issue 5, pp. 331-338. Abstract
Nicolini, D, Hartley, J, Stansfield, A, Hurcombe, J  (2011)  'Through the eyes of others: Using developmental peer review to promote reflection and change in organizations', Journal of Organizational Change Management, vol. 24, issue 2, pp. 211-228. Abstract
Rashman, Lyndsay, Withers, E, Hartley, J  (2009)  'Organizational learning and knowledge in public service organizations: a systematic review of the literature.', International Journal of Management Reviews, vol. 11, issue 4, pp. 463-494. Abstract
Pedersen, D, Hartley, J  (2008)  'The changing context of public leadership and management: implications for roles and dynamics', International Journal of Public Sector Management, vol. 21, issue 4, pp. 327-339. Abstract
Benington, J, Hartley, J, Neilsen, RJC, Notten, T  (2008)  'Innovation, design and delivery of MPA programmes for public leaders and managers in Europe', International Journal of Public Sector Management, vol. 21, issue 4, pp. 383-399. Abstract
Moore, M, Hartley, J  (2008)  'Innovations in governance', Public Management Review, vol. 10, issue 1, pp. 3-20. Abstract
Hartley, J, Benington, J  (2006)  'Copy and paste, or graft and transplant? Knowledge sharing through inter-organizational networks', Public Money and Management, vol. 26, issue 2, pp. 101-108. Abstract
Books
Hartley, J, Benington, J  (2012)  'Leadership For Healthcare', Bristol, Policy Press, pp. 168. Abstract
Hartley, Jean, Donaldson, Cam, Skelcher, Chris, Wallace, Mike (eds)  (2008)  'Managing to Improve Public Services', Cambridge, Cambridge University Press. Abstract
Book chapters
Hartley, J  (2013)  'Public and private features of innovation', Handbook of Innovation in Public Services, Cheltenham, Edward Elgar Publishing Ltd, pp. 44-59. Abstract
Hartley, J  (2012)  'Leadership across complex systems and boundaries', The Innovation Imperative in Health Care Organisations: Critical Role of Human Resource Management in the Cost, Quality and Productivity Equation, Cheltenham, Edward Elgar Publishing Ltd, pp. 187-204. Abstract
Hartley, J  (2012)  'Political leadership and its development', The Psychology of Politicians, Cambridge, Cambridge University Press, pp. 97-120. Abstract
Hartley, J  (2012)  'Public value through innovation and improvement', Public value: Theory and practice, Basingstoke, Palgrave Macmillan, pp. 171-184. Abstract
Hartley, J, Benington, J  (2011)  'Political leadership', The SAGE Handbook of Leadership, Sage Publications Ltd, pp. 203-214. Abstract
Hartley, J, Pinder, K  (2010)  'Coaching political leaders', Leadership Coaching: Working with Leaders to Develop Elite Performance, London, Kogan Page, pp. 159-176. Abstract
Benington, J, Hartley, J  (2010)  'Knowledge and capabilities for leadership across the whole public service system', The New Public Leadership Challenge, Basingstoke, Palgrave Macmillan, pp. 187-198. Abstract
Hartley, J  (2010)  'Political leadership', The New Public Leadership Challenge, Basingstoke, Palgrave Macmillan, pp. 133-149. Abstract
Hartley, J  (2010)  'Public sector leadership and management development', Gower Handbook of Leadership and Management Development, Farnham, Gower Publishing Limited, pp. 531-546. Abstract
Hartley, J, Rashman, L  (2010)  'The role of leadership in knowledge creation and transfer for organizational learning and improvement', Connecting Knowledge and Performance in Public Services: From Knowing to Doing, Cambridge, Cambridge University Press, pp. 145-172. Abstract
Moore, M, Hartley, J  (2009)  'Innovations in governance', The New Public Governance?: Emerging Perspectives on the Theory and Practice of Public Governance, Abingdon, Routledge, pp. 52-71. Abstract
Hartley, J, Skelcher, C  (2008)  'The agenda for public service improvement', Managing to Improve Public Services, Cambridge, Cambridge University Press, pp. 1-24. Abstract
Donaldson, C, Hartley, J, Skelcher, C, Wallace, M  (2008)  'Conclusions: Current themes and future directions for research', Managing to improve public services, Cambridge, Cambridge University Press, pp. 279-286. Abstract
Hartley, J  (2008)  'Does innovation lead to improvement in public services? Lessons from the Beacon Scheme in the UK.', Innovations in Government: Research, Recognition, and Replication, Washington, DC, Brookings Institution Press, pp. 159-187. Abstract
Hartley, J  (2008)  'The innovation landscape for public service organizations', Managing to improve public services, Cambridge, Cambridge University Press, pp. 197-216. Abstract
Hartley, J, Fletcher, C  (2008)  'Leadership with political awareness: leadership across diverse interests inside and outside the organization', Leadership Perspectives: Knowledge into Action, Basingstoke, Palgrave Macmillan, pp. 163-176. Abstract
Other
Hartley, J, Tranfield, D  (2011)  'Leadership Learning in Changing Times: Evaluating Leadership Development in the Civil Service', National School of Government. Abstract
Hartley, J, Benington, J  (2011)  'Recent Trends in Leadership: Thinking and Action in the Public and Voluntary Sectors', London, Kings Fund. Abstract
Benington, J, Hartley, J  (2009)  'Whole Systems Go! Leadership Across The Whole Public Service System.', Ascot, National School of Government. Abstract