Leadership for the Common Good: Tackling Public Problems in a Shared-Power WorldWhen it was first published in 1992, the first edition of Leadership for the Common Good presented a revolutionary approach to community and organizational leadership in a shared-power world. Now, in this completely revised and updated edition, Barbara Crosby and John Bryson expand on their proven leadership model and offer new insights and guidance to leaders. This second edition is a practical resource for a new generation of leaders and aspiring leaders and includes success stories, challenges, and real-world experience. |
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Anyone who wants to influence an organization's behavior has to understand and design these internal or external networks. See Figure 1.1 for representations of an in-charge organization and of two types of networked organization.
Anyone who wants to influence an organization's behavior has to understand and design these internal or external networks. See Figure 1.1 for representations of an in-charge organization and of two types of networked organization.
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One might have predicted a confrontation between the two men—a conservative Euro-American raising questions about the behavior ofAfrican American men with a public servant who himselfwas African American and had a long history ofworking ...
One might have predicted a confrontation between the two men—a conservative Euro-American raising questions about the behavior ofAfrican American men with a public servant who himselfwas African American and had a long history ofworking ...
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Jean LipmanBlumen, a professor of organizational behavior and management, echoes his view as she heralds “the connective era” characterized by “loosely structured global networks of global organizations and nations tied to multiple ...
Jean LipmanBlumen, a professor of organizational behavior and management, echoes his view as she heralds “the connective era” characterized by “loosely structured global networks of global organizations and nations tied to multiple ...
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In a high-context culture, people are more likely to consider the context of the message as well— for example, nonverbal behavior and the status of the person sending the message. In some cultures, reality and truth are established by ...
In a high-context culture, people are more likely to consider the context of the message as well— for example, nonverbal behavior and the status of the person sending the message. In some cultures, reality and truth are established by ...
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Contenido
| 1 | |
Part Two The Process of Policy Entrepreneurship | 195 |
Summary and Conclusion | 359 |
References | 365 |
Resource A Conflict Management | 393 |
Resource B A Guide to Oval Mapping | 395 |
Resource C Seven Zones | 399 |
Resource D Forums Arenas and Courts | 401 |
Resource E Future Search | 427 |
Resource F Initial Policy Retreats | 433 |
Name Index | 437 |
Subject Index | 445 |
Otras ediciones - Ver todas
Leadership for the Common Good: Tackling Public Problems in a Shared-Power World Barbara C. Crosby,John M. Bryson Sin vista previa disponible - 2005 |
Leadership for the Common Good: Tackling Public Problems in a Shared-Power World Barbara C. Crosby,John M. Bryson Sin vista previa disponible - 2005 |
Términos y frases comunes
achieve action administrative adopted advocacy coalition agenda AIDS American Men Project arenas assess bandwagon effect behavior Bryson build Chapter citizens collaboration conflict Council for Sustainable courts create culture decision makers Earth Summit eco-efficiency effective emphasize evaluation example Exercise flipchart focus formal forums Gary Cunningham global goals grid Hennepin County Huxham ideas identify implementation important individual influence diagram initial interest interpretive schemes involved issue Johannesburg Summit key stakeholders Kyoto Protocol mission nonprofit norms older adults organizational organizations participants phase planning policy change cycle policy change effort policy entrepreneurs policy makers political potential programs proposal public problem rules Schmidheiny shared shared-power arrangements shared-power world small win social solutions specific stakeholder analysis Stephan Schmidheiny strategic voting strategies Sustainable Development tion understanding vision Vital Aging Network WBCSD World Business Council young African American
Información bibliográfica
| Título | Leadership for the Common Good: Tackling Public Problems in a Shared-Power World Volumen264 de Jossey-Bass US Non-Franchise Leadership |
| Autores | Barbara C. Crosby, John M. Bryson |
| Edición | 2 |
| Editor | John Wiley & Sons, 2005 |
| ISBN | 078797840X, 9780787978402 |
| Largo | 496 páginas |
| Exportar cita | BiBTeX EndNote RefMan |