Vol. 2 No. 2 (2014): Journal of Leadership and Management

Crisis, Leadership, and Leadership Development. A Case Study from Ireland

Brian Cawley
The Institute of Public Administration, Dublin
Published December 23, 2014
How to Cite
Cawley, B. (2014). Crisis, Leadership, and Leadership Development. A Case Study from Ireland. Journal of Leadership and Management, 2(2). Retrieved from http://leadership.net.pl/JLM/article/view/37


The recent economic crisis that has affected Ireland, as well as many other countries in Europe, has brought the issue of leadership and leadership capacity in the public service into sharp focus. The evidence from the economic crisis, and many other recent crises in public administration, suggests that new leadership capacities must be developed to deal with the complexity of modern public administration. In this paper, the recent case of economic crisis in Ireland is reviewed for evidence of weaknesses in leadership capacity in the public administration, and
a new leadership development programme designed to address these weaknesses is described.


  1. Andersen, N.Å. (1999). Diskursive analysestrategier Foucault, Barnard, C. (1938). The Functions of the Executive, Harvard: Harvard University Press.
  2. Beck, U. (1986). Risk Society, Towards a New Modernism, London: Sage Publications.
  3. Boin, A., Heyse, L. and ‘tHart, P. (2001). Trends in Crisis Management Practice and Crisis Management Research, Journal of Contingencies and Crisis Management 9: 181-188.
  4. Boin, A. and ‘tHart, P. (2003). Public Leadership in Times of Crisis. Public Administration Review 63 (5): 544-553.
  5. Boshyk, Y. (1999). Business Driven Action Learning: Global Best Practices. Palgrave: Macmillan Press.
  6. Bovens, M. and ‘tHart, P. (1996). Understanding Policy Fiascos. New Brunswick USA: Transaction Publishers.
  7. Fitzgerald, J. (2008). Short for Report on Management, Governance and Communications issues arising from the Review of Breast Radiology Services at Midland Regional Hospital Portlaoise. Dublin: Institute of Public Administration.
  8. George, B., Sims, P., McLean, A.N., and Mayer, D. (2007). Discovering your authentic leadership. Harvard Business Review 85 (2).
  9. Hardiman, N. (2010). Economic Crisis and Public Sector Reform: Lessons from Ireland. Paper presented to UNDP Seminar on Impact of the Economic Crisis on Public Sector Reform, Tallinn: 4-5 February 2010.
  10. Heifetz, R.A., and Linsky, M. (2002). Leadership on the Line: Staying alive through the dangers of leading, Boston, MA: Harvard Business School.
  11. Independent Review Panel (2010). Strengthening the capacity of the Department of Finance – Report of the Independent Review Panel. Dublin: Department of Finance.
  12. Johnstone, M., and Fern, M. (2010). Case-in-point: An experiential methodology for leadership education. The Journal Kansas Leadership Center 2 (2): 98-117.
  13. Linsky, M., and O’Doherty, H. (2008). Leadership, Loss and Adaptive Change. Public Administration 56 (3): 65-76.
  14. Maitlis, S., (2005). The Social Processes of Organizational Sensemaking. Academy of Management Journal 48: 21-49.
  15. Mc Carthy, A., Grady, G., and Dooley, G. (2011). Leadership in the Irish Civil service: A 360° Review of Senior Management Capability. Galway: National University of Ireland.
  16. Moore, M. (1996). Creating Public Value: Strategic management in government. Cambridge, MA: Harvard University Press.
  17. Nyberg, P. (2011). Short for: Commission of Investigation into the Banking Sector in Ireland. Misjudging Risk Causes of the Systemic Banking Crisis in Ireland Dublin, Department of Finance.
  18. OECD (2001) Public Sector Leadership for the 21st century. Paris: OECD.
  19. O’Rafferty, M., Bradley, S., Cawley, B., Chau, C., Vaughan, B. (2008). Towards a new model of leadership for the Irish Public Sector. Administration 56 (3): 11-32.
  20. Parks, S. (2005). Leadership can be taught: A bold approach for
  21. a complex world. Boston, MA: Harvard Business School Press.
  22. Participants on IPA Leadership Programme (2008). Adaptive Leadership-Initial steps in moving from concept to reality. Administration 56 (3): 141-161.
  23. Pressman, J., and Wildavsky, A. (1973). Implementation: How Great Expectations in Washington Are Dashed in Oakland. Berkeley, Calif.: University of California Press.
  24. Travers, J. (2005). Interim Report on the Report on Certain Issues of Management and Administration in the Department of Health & Children Associated with the Practice of Charges for Persons in Long-Stay Care in Health Board Institutions and Related Matters. Dublin: Houses of the Oireachtas.
  25. Wallis, J, and McLoughlin, L. (2007). A Diagnosis of Leadership Effectiveness in the Irish Public Sector. Public Management Review
  26. (3): 327-335.
  27. Whelan, K. (2010). Policy lessons from Ireland’s Latest Depression. The Economic and Social Review 41 (2): 225-254.
  28. Whelan, K. (2013). Ireland’s Economic Crisis – The Good, the Bad and the Ugly.Bank of Greece conference on the Euro Crisis, Athens: May 24.
  29. Wildavsky, A. (1977). Doing Better and Feeling Worse: The Political Pathology of Health Policy. In J. Knowles (Ed.), Doing Better and Feeling Worse. New York: Health in the United States.