Biography

Professional biography

Jean Hartley is Emeritus Professor at the Open Univerity.  She was Professor of Public Leadership at the Open University 2013-2024 and was the founding Academic Director of the OU's Centre for Policing Research and Learning for 10 years.  She led the network of 80 OU academics across all faculties working in partnership with 24 UK police forces to create and use knowledge to improve policing for the public good. 

Jean held earlier academic appointments at Warwick University Business School (1996-2013) where she was Professor of Organizational Analysis.  She held earlier posts at the universities of Manchester, Sheffield, and London (Birkbeck College).  She has a first degree in psychology and a PhD in organizational psychology.  

Jean has held visiting appointments at Harvard University's Kennedy School of Government and at the Australia and New Zealand School of Government (ANZSOG) as well as at the University of Giessen Germany. She was a Fellow of the Sunningdale Institute, attached to the then National School of Government which worked to improve the use of management knowledge by the civil service. 

Jean was a member of the National Advisory Group on the Safety of Patients in England, which produced the Berwick Report in 2013 for the Prime Minister following the Mid Staffordshire hospital enquiry.  

In 2011, Jean was a founding trustee of the charity Friends of Ibba Girls School, South Sudan which provides education for over 300 primary and secondary girls.  She is currently Vice Chair. 

 

Research interests

Jean's research is on public leadership and management, public innovation, organizational and cultural change, knowledge sharing between organizations, and public value. She has a particular interest in leadership with political astuteness and has lead research teams to study this across all sectors in the UK,  and all public services in the UK, Australia and New Zealand. Her research with the police has focused on leadership to tackle rural crime and in multi-agency collaboration, leadership to create public value, and the dynamics of police working with elected politicians. Her research involves working closely with policy-makers and practitioners.  She has won three national or international awards for the quality of her research.  She has written seven books and numerous well-cited publications.  

Teaching interests

Public leadership, leadership with political astuteness, innovation in governance and public services, public value, organizational change, inter-organizational learning. 

External collaborations

Jean is on the editorial board of a number of public management and administration journals.  

International links

Jean is currently collaborating with Eckhard Schroeter of the German University of the Police, and Kathy Quick of the University of Minnesota on a book about policing and public management. They are also collaborating, along with Nick Caveney of Hertfordshire Constabulary on a special issue of the journal Public Money and Management about policing and public management.  Jean, Eckhard, Kathy and the OU's Paul Walley convene the policing and public management panel of the newly-formed European Network on Public Management.  Jean also collaborates on public innovation studies with Rolf Ronning of Norway Inland University, Lars Fuglsang of the University of Roskilde, Denmark, and Karin Geuijen of Utrecht University Netherlands.  
 

Publications

Book

Valuing Public Innovation : Contributions to Theory and Practice (2022)

The Routledge Companion to Leadership (2016)

Leadership For Healthcare (2012)

Managing to Improve Public Services (2008)

Local Political Leadership in England and Wales (2005)

Employment Relations: The Psychology of Influence and Control at Work (1991)

Job Insecurity: Coping with Jobs at Risk (1990)

Steel Strike: A Case Study in Industrial Relations (1983)

Book Chapter

Leading and recognizing public value (2024)

Understanding public leadership (2023)

Leadership with Political Astuteness for Public Servants: And Why It Matters (2021)

Action research to develop the theory and practice of public value as a contested democratic practice (2019)

What is leadership: person, result, position or process, or all or none of these? (2016)

Can political leadership be taught? (2014)

Public and private features of innovation (2013)

Public value through innovation and improvement (2012)

Leadership across complex systems and boundaries (2012)

Political leadership and its development (2012)

Political leadership (2011)

The role of leadership in knowledge creation and transfer for organizational learning and improvement (2010)

Knowledge and capabilities for leadership across the whole public service system (2010)

Political leadership (2010)

Coaching political leaders (2010)

Public sector leadership and management development (2010)

Innovations in governance (2009)

Conclusions: Current themes and future directions for research (2008)

The innovation landscape for public service organizations (2008)

The agenda for public service improvement (2008)

Leadership with political awareness: leadership across diverse interests inside and outside the organization (2008)

Does innovation lead to improvement in public services? Lessons from the Beacon Scheme in the UK (2008)

How is knowledge transferred between organizations involved in change? (2006)

Knowledge creation and transfer in the Beacon Scheme: improving services through sharing good practice (2006)

Co-research: insider/outsider teams for organizational research (2004)

Case study research (2004)

Digital Artefact

Implementing the Transformation of Police Learning and Development. Dream: the vision for the project. (2018)

Implementing the Transformation of Police Learning and Development. Design: the approach taken by the project. (2018)

Implementing the Transformation of Police Learning and Development. Deliver: the outcomes of the project. (2018)

Implementing the Transformation of Police Learning and Development. Dialogue: engaging with the project. (2018)

Journal Article

Roundtable: Perspectives on The Public (2025)

New development: Picking a way through minefields—Leadership with political astuteness for senior police (2025)

Public aspects of public manager training, education and development (2025)

Police leadership at the political interface: A systematic literature review (2025)

Public leadership to foster peacebuilding in violently divided societies (2024)

Debate: Whether and how public innovations create value (2024)

Public management and policing: a dialectical inquiry (2023)

Insights into public management from policing: introduction to the special issue of Public Management Review (2023)

Leading for public value in multi-agency collaboration (2023)

Population analysis of organizational innovation and learning (2022)

Innovation, exnovation and intelligent failure (2022)

Healthcare Leadership with Political Astuteness and its role in the implementation of major system change: the HeLPA qualitative study (2022)

A dialectical approach to the politics of learning in a major city police organization (2022)

Acquiring and developing healthcare leaders’ political skills: an interview study with healthcare leaders (2022)

Editorial: Learning from success and failure in action (2022)

The Cloud of Unknowing: Time for Value-ing Gerunds (2021)

The contribution of political skill to the implementation of health services change: a systematic review and narrative synthesis (2021)

Learning to lead with political astuteness (2021)

Leading through agonistic conflict: Contested sense-making in national political arenas (2021)

Asymmetries of Leadership: Agency, Response and Reason (2020)

‘It’s every breath we take here’: Political astuteness and ethics in civil service leadership development (2020)

Leading and recognizing public value (2019)

Leadership for public value: Political astuteness as a conceptual link (2019)

Devolving healthcare services redesign to local clinical leaders: Does it work in practice? (2019)

Healthcare leadership with political astuteness (HeLPA): a qualitative study of how service leaders understand and mediate the informal ‘power and politics’ of major health system change (2018)

Ten propositions about public leadership (2018)

GP leadership in clinical commissioning groups: a qualitative multi-case study approach across England (2018)

Innovation and inter-organizational learning in the context of public service reform (2018)

Debate: When spending less causes a problem (2018)

Into the Purple Zone: Deconstructing the Politics/Administration Distinction (2017)

Optimism of the will in the co-creation and use of research by academics and practitioners (2017)

Towards an empirical research agenda for public value theory (2017)

Public Value: a new means to peel an apple? (2016)

Feeling the squeeze: public employees’ experiences of cutback -and innovation-related organizational changes following a national announcement of budget reductions (2015)

Public value and political astuteness in the work of public managers: the art of the possible (2015)

Clinical leadership through commissioning: Does it work in practice? (2015)

Doing more with less? Employee reactions to psychological contract breach via target similarity or spillover during public sector organizational change (2014)

New development: eight and a half propositions to stimulate frugal innovation (2014)

Collaborative innovation: A viable alternative to market-competition and organizational entrepreneurship (2013)

Learning in the whirlwind: politicians and leadership development (2011)

Through the eyes of others: Using developmental peer review to promote reflection and change in organizations (2011)

Organizational learning and knowledge in public service organizations: a systematic review of the literature (2009)

Innovations in governance (2008)

Innovation, design and delivery of MPA programmes for public leaders and managers in Europe (2008)

The changing context of public leadership and management: implications for roles and dynamics (2008)

The shining lights? Public service awards as an approach to service improvement (2007)

A model of political leadership (2006)

Copy and paste, or graft and transplant? Knowledge sharing through inter-organizational networks (2006)

Ethics in leadership: the case of local politicians (2006)

Knowledge creation and transfer in the Beacon Scheme: improving services through sharing good practice (2005)

Innovation in governance and public services: past and present (2005)

Evaluating the extent of inter-organizational learning and change through the Beacon Council Scheme (2004)

Changing public service organizations: current perspectives and future prospects (2003)

Good, better, best? Inter-organizational learning in a network of local authorities (2002)

Leading and learning? Knowledge transfer in the Beacon Council Scheme (2002)

Leading communities: capabilities and cultures (2002)

Local government modernization: UK and comparative analysis from an organizational perspective (2002)

Evolving forms of quality management in local government: lessons from the Best Value pilot programme (2001)

Employee surveys - Strategic aid or hand-grenade for organisational and cultural change? (2001)

The role of leadership in the modernisation and improvement of public services (2000)

Co-research: a new methodology for new times (2000)

The impact of unemployment upon the self-esteem of managers (1980)

The personality of unemployed managers: myths and measurement (1980)

A case study of repertory grids used in vocational guidance (1978)

Report

Strengthening school leadership towards improved school resiliency: final technical report (2023)

Strengthening school leadership towards improving school resiliency : final technical report (2022)

Clinical leadership in service redesign using Clinical Commissioning Groups: a mixed-methods study (2018)

Mobilizing Clinical Leadership in and around Clinical Commissioning Groups: A mixed methods study (2017)

Leading with political astuteness: A study of public managers in Australia, New Zealand and the United Kingdom (2013)

Leading with political astuteness - a white paper. A study of public managers in Australia, New Zealand and the United Kingdom (2013)

Dancing on Ice: leadership with political astuteness by senior public servants in the UK (2013)

Leadership Learning in Changing Times: Evaluating Leadership Development in the Civil Service (2011)

Recent Trends in Leadership: Thinking and Action in the Public and Voluntary Sectors (2011)

Whole Systems Go! Leadership Across The Whole Public Service System (2009)

Managing with Political Awareness: A Summary Review of the Literature (2006)