Being a Public Manager in Times of Crisis

The Art of Managing Stakeholders, Political Masters, and Collaborative Networks

Datos Bibliográficos

ID6364192
AutoresZeger Van Der Wal (0000-0002-4872-3342, National University of Singapore, autor de correspondencia)
Año2020
Volumen80
Número5
Páginas759-764
Fecha de publicación2020-05-23
Peer ReviewedSí
Open AccessSí
TipoARTICLE
RevistaPublic Administration Review (JOURNAL)
Identificadores de la revistaISSN: 0033-3352 • E-ISSN: 1540-6210
EditorialWiley (PUBLISHER • GB)
DOI10.1111/puar.13245
PMID32836449
OpenAlexW3028358308
IdiomaEN
Citas recibidas40
Referencias citadas40

The COVID‐19 pandemic is seen as the biggest crisis since World War II. What started out as a public health issue has quickly morphed into a political, economic, and societal crisis of epic proportions. Administrative capacity is a major factor in determining whether societies will emerge from this unprecedented situation with resilience and optimism or despair and disconnectedness, and whether trust in government will increase or decrease. Autonomous and competent public managers are key producers of such administrative capacity. This essay addresses those public managers, the unsung administrative heroes leading us through times of crisis from behind the scenes. Translating the state of the art in public administration literature, with a particular emphasis on publications in this journal, into accessible practitioner recommendations, it identifies three key competencies paramount to public managers in times of crisis: managing stakeholders, political masters, and collaborative networks

Corporate governance · Crisis management · Economics · Government (linguistics · Management · Optimism · Political science · Politics · Public relations · Sociology · State (computer science · Disaster Management and Resilience · Evaluation and Performance Assessment · Law · Psychology · Public Administration · Public Policy and Administration Research