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. |
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Página 23
... collaborations, arrangements regimes Policy regimes Sets of implicit or explicit principles, norms, rules, and decision-making procedures around which actors' expectations converge in a given policy area (based on Krasner, 1983, p. 2) ...
... collaborations, arrangements regimes Policy regimes Sets of implicit or explicit principles, norms, rules, and decision-making procedures around which actors' expectations converge in a given policy area (based on Krasner, 1983, p. 2) ...
Página 28
... collaborate to accomplish their objectives” (LipmanBlumen, 1996, p. 9). In such a world, governance is increasingly shared among governments, civil society organizations, and businesses (Peters, 1996b; Rifkin, 2000; Cleveland, 2002 ...
... collaborate to accomplish their objectives” (LipmanBlumen, 1996, p. 9). In such a world, governance is increasingly shared among governments, civil society organizations, and businesses (Peters, 1996b; Rifkin, 2000; Cleveland, 2002 ...
Página 29
... collaboration (Marris, 1996), and in reminding those in a supposedly powerful position just how much they rely on numerous stakeholders for any real power they have. Ours is not a zero-sum view. A shared-power arrangement enhances the ...
... collaboration (Marris, 1996), and in reminding those in a supposedly powerful position just how much they rely on numerous stakeholders for any real power they have. Ours is not a zero-sum view. A shared-power arrangement enhances the ...
Página 30
... collaborations. Finally, leaders can change how they view interconnectedness. A perception of risk and complexity may be more a consequence of a particular worldview than of a changed reality (Luke, 1991). For people in societies (such ...
... collaborations. Finally, leaders can change how they view interconnectedness. A perception of risk and complexity may be more a consequence of a particular worldview than of a changed reality (Luke, 1991). For people in societies (such ...
Página 32
... collaborative, collective, and distributed leadership are recognized and lauded. Leaders rooted in a networked world may or may not have positions of authority. They inspire and motivate constituents through persuasion, example, and ...
... collaborative, collective, and distributed leadership are recognized and lauded. Leaders rooted in a networked world may or may not have positions of authority. They inspire and motivate constituents through persuasion, example, and ...
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