Autonomy is Taken, Not Given. The Role of Public Leader Networking in Shaping Perceived Managerial Autonomy

This paper analyzes how public leaders influence their managerial autonomy through managerial networking, proposing that autonomy is not only a prerequisite for leadership but also a result of it. Through a mixed-methods approach, we analyze a unique longitudinal dataset comprising both quantitative and qualitative data on public school leaders in Denmark collected between 2011 and 2018, a period marked by a significant reform aimed at enhancing managerial autonomy. Contrary to the political aims of the reform, our findings reveal an overall decline in perceived managerial autonomy over time. However, as hypothesized, school leaders who actively engage in hierarchical networking are able to sustain their autonomy. Leaders who successfully preserve their autonomy do so by asserting their leadership and authority in interactions with external actors. These results contribute to the broader discourse on public leadership, illustrating how leaders can navigate complex governance structures to secure the decision-making flexibility necessary for effective leadership.