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This concluding chapter outlines the profile of the 21st century public manager – someone who has the ability to turn complex, emerging challenges into opportunities for public value creation. Even though this book is global in scope and ambition, and many 21st century trends and demands are global in nature, it is important to realize that such a profile can never be entirely universal. The space for two-way stakeholder communication and horizontal networking behaviours may be more limited in authoritarian regimes than in vibrant democracies. In some contexts, traditional, conservative, and hierarchical traits of public managers may be more appreciated – and much harder to change – than in others. Major events may temporarily shift expectations towards public managers and re-emphasize qualities that seemed to have gone out of fashion.
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