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Public and third sector leadership : experience speaks
- Author / Creator
- Available as
- Online
- Summary
-
What can we learn from leaders in the public and third sectors? This book is unique in that it provides an opportunity for the voices of these individuals to be heard. Each leader considers what le...
What can we learn from leaders in the public and third sectors? This book is unique in that it provides an opportunity for the voices of these individuals to be heard. Each leader considers what leadership means to them, their experience of it, and the complex challenges they face as a result of profound changes in the economy, polity and society.
Details
- Creator
- Brian Howieson, Julie Hodges ; contributors Jane Ashcroft [and thirty four others]
- Format
- Books
- Language
- English
- Contributors
- Publication
-
- First edition
- Bingley, England : Emerald, 2014
- ©2014
- Physical Details
-
- 1 online resource (257 p.)
- ISBNs
- 9781783504916, 1783504919, 1783504927
- OCLC
- ocn890530679
- Description based upon print version of record.
- Includes bibliographical references at the end of each chapters.
- English
- Cover -- Public and Third Sector Leadership:Experience Speaks -- Copyright page -- List of Figures -- List of Tables -- About the Authors -- About the Contributors -- Acknowledgements -- Foreword -- Preface -- References -- Chapter 1 Introduction -- Chapter 1 Introduction -- 1.1 Overview -- 1.2 Importance of Leadership -- 1.2.1 So, Why Is Leadership Important in the Public and Third Sectors? -- 1.3 Why the Need for Another Book on Leadership? -- 1.3.1 So Why the Need for Another Book on Leadership? -- 1.4 Audience -- 1.5 Aim of This Book -- 1.6 Unique Aspects -- 1.7 Format -- References -- Chapter 2 Current Approaches to Leadership -- Chapter 2 Current Approaches to Leadership -- 2.1 Introduction -- 2.2 What Are Leadership Approaches? -- 2.3 Leadership Philosophies from 2000 -- 2.4 Inside Each Philosophy -- 2.4.1 Adaptive -- 2.4.1.1 Working definition -- 2.4.1.2 Key author -- 2.4.1.3 Theory -- Technical and adaptive problems -- Leadership and authority -- 2.4.1.4 Practice -- Technical and adaptive problems -- Leadership and authority -- 2.4.2 Authentic -- 2.4.2.1 Working definition -- 2.4.2.2 Key author(s) -- 2.4.2.3 Theory -- 2.4.2.4 Practice -- 2.4.3 Distributed10 -- 2.4.3.1 Working definition -- 2.4.3.2 Key author(s) -- 2.4.3.3 Theory -- 2.4.3.4 Practice -- 2.4.4 Ethical -- 2.4.4.1 Working definition -- 2.4.4.2 Key author(s) -- 2.4.4.3 Theory -- 2.4.4.4 Practice -- 2.4.5 Servant -- 2.4.5.1 Working definition -- 2.4.5.2 Key author -- 2.4.5.3 Theory -- 2.4.5.4 Practice -- 2.4.6 Shared -- 2.4.6.1 Working definition -- 2.4.6.2 Key author(s) -- 2.4.6.3 Theory -- 2.4.6.4 Practice -- References -- Chapter 3 The Public Sector -- Chapter 3 The Public Sector -- 3.1 Introduction -- 3.2 Sector, Service or Good? -- 3.2.1 Public Sector -- 3.2.2 Public Service -- 3.2.3 Public Good -- 3.3 Challenges Ahead -- 3.3.1 NPM: A Brief History
- 3.4 Leadership Thinking within This Sector -- 3.4.1 State of Play -- 3.4.2 Classification -- 3.4.3 Theory -- 3.4.4 Looking Ahead -- 3.5 The Reflections -- 3.5.1 National Health Service -- 3.5.2 The Scottish Parliament -- 3.5.3 British Armed Forces -- 3.5.4 The Police Service -- 3.5.5 The Fire Service -- 3.5.6 Local Authority -- 3.5.6.1 Case 1 - UK Green Investment Bank -- 3.5.6.2 Case 2 - The Edinburgh Guarantee -- 3.5.7 Government: Education -- 3.5.8 Government: Non-Departmental Public Body -- 3.5.9 The Forestry Commission -- 3.6 Analysis and Conclusions -- 3.6.1 Content Analysis -- 3.6.1.1 Experience -- 3.6.1.2 Perceptions -- Ideal state -- What it looks like -- Good and bad -- Can be confusing -- 3.6.1.3 Means -- Levels of analysis -- Personal qualities -- Philosophies -- Self-awareness, insight and soft skills -- Not command and control and management -- 3.6.1.4 Challenges -- Political -- Economic -- Socio-cultural -- Technological -- 3.6.1.5 Sector -- 3.6.2 Totality -- References -- Chapter 4 The Third Sector -- Chapter 4 The Third Sector -- 4.1 Introduction -- 4.2 Defining the Sector -- 4.3 Context -- 4.4 Changes -- 4.5 Leadership in the Third Sector -- 4.6 Leadership Theory -- 4.7 Leadership Development -- 4.8 The Reflections -- 4.8.1 Voluntary -- 4.8.2 Community -- 4.8.3 Charity -- 4.8.4 Mutual and Cooperative -- 4.8.5 Social Enterprise -- 4.9 Key Themes from the Reflections -- 4.9.1 Experience -- 4.9.2 Perceptions -- 4.9.3 What Leadership Means -- Leadership is different from management -- Leadership is an approach -- Leadership is about personal qualities -- 4.9.4 Challenges -- Global -- Political -- Economic -- Social -- Reputation building -- 4.9.5 Sector -- Defining the role of the sector -- Increasing collaboration -- Creating a sustainable business model -- Delivering innovation and change -- 4.10 The Crisis of Leadership
- 4.11 Tri-Sector Leadership -- 4.12 Summary -- References -- Chapter 5 Conclusion -- Chapter 5 Conclusion -- 5.1 Summary of Current Leadership Thinking -- 5.2 Public Sector Summary -- 5.3 Third Sector Summary -- 5.4 Public versus Third -- 5.4.1 Similarities -- 5.4.2 Differences -- 5.4.3 Challenges Across the Sectors -- 5.5 Leadership across the Sectors -- 5.6 Limitations -- 5.7 Future Research -- 5.8 Endnote -- References -- Epilogue