Leadership for the Common Good: Tackling Public Problems in a Shared-Power WorldJohn Wiley & Sons, 2005 M02 18 - 496 páginas When 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. |
Dentro del libro
Resultados 1-5 de 71
Página xv
... chapter includes exercises to help you the reader apply concepts and tools to your own leadership cases. The original single chapter on leadership capabilities has been expanded to three chapters, and we have added a substantial section ...
... chapter includes exercises to help you the reader apply concepts and tools to your own leadership cases. The original single chapter on leadership capabilities has been expanded to three chapters, and we have added a substantial section ...
Página xxi
... Chapters. Part One is devoted to understanding leadership in a shared-power setting. Chapter One introduces the idea of a shared-power world with no one in charge and contrasts two organizational forms: hierarchy and networks. In ...
... Chapters. Part One is devoted to understanding leadership in a shared-power setting. Chapter One introduces the idea of a shared-power world with no one in charge and contrasts two organizational forms: hierarchy and networks. In ...
Página xxii
... Chapters Two, Three, and Four describe the eight key leadership capabilities in a shared-power world. Chapter Two focuses on leadership in context and on personal leadership; Chapter Three focuses on team and organizational leadership.
... Chapters Two, Three, and Four describe the eight key leadership capabilities in a shared-power world. Chapter Two focuses on leadership in context and on personal leadership; Chapter Three focuses on team and organizational leadership.
Página xxiii
... chapter also covers agenda control, strategic voting, and alteration of an issue's dimensions in order to build or break a coalition. Chapter Eleven considers the process of policy implementation, and Chapter Twelve concludes the ...
... chapter also covers agenda control, strategic voting, and alteration of an issue's dimensions in order to build or break a coalition. Chapter Eleven considers the process of policy implementation, and Chapter Twelve concludes the ...
Página 1
... Chapter One elaborates our understanding of leadership and change in today's shared-power, no-one-in-charge world. We explain what we mean by shared power, public problems, and public problem solving. You will be introduced to leaders ...
... Chapter One elaborates our understanding of leadership and change in today's shared-power, no-one-in-charge world. We explain what we mean by shared power, public problems, and public problem solving. You will be introduced to leaders ...
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