When and why is NPM difficult to reconcile with recognition in leadership? How could budget management and recognition in leadership be combined? Recognition in leadership of frontline workers in the welfare state requires awareness that frontline workers have to manage a difficult balancing act in their recognition relationships with citizens. It can be difficult in itself for a public leader to acknowledge the complexity of the frontline worker's work, especially if they have not been in it themselves. In cases where frontline workers' recognition is material and their discretion in specific cases can affect budgets, there is pressure on the leader to ensure that expenses don't get out of hand. NPM has been introduced for the purpose of budgetary control in cases where frontline workers must exercise discretion and judgment with some autonomy from management. For the frontline worker, the middle manager's budgetary focus limits the ability to exercise autonomous judgment on a professional and ethical basis. This can create mistrust towards the leader. This is especially true when the leader tries to coach and acknowledge the employee in ways that are strategically intended to appear trustworthy and appreciative. What are the possibilities for recognition in leadership within this framework
