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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Página 18
Shared authority We focus on shared power because this level of sharing is usually most effective in tackling difficult public problems and because it does not require the tremendous effort and cost of merging authority.
Shared authority We focus on shared power because this level of sharing is usually most effective in tackling difficult public problems and because it does not require the tremendous effort and cost of merging authority.
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Leaders who focus on building shared-power arrangements enhance the power of the groups involved by reducing the risk for the participants and by sharing responsibility. If things go well, WHEN NO ONE IS IN CHARGE 29.
Leaders who focus on building shared-power arrangements enhance the power of the groups involved by reducing the risk for the participants and by sharing responsibility. If things go well, WHEN NO ONE IS IN CHARGE 29.
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Instead, leaders must increasingly focus on building and altering shared-power arrangements within and among organizations, and they must engage in political decision making. These strategies should be aimed at developing a widely ...
Instead, leaders must increasingly focus on building and altering shared-power arrangements within and among organizations, and they must engage in political decision making. These strategies should be aimed at developing a widely ...
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Exercise 2.1 prompts you to focus on what you deeply care about in your context and to think about how this “public passion” might call you to leadership. Our experience is that people lead around what matters to them.
Exercise 2.1 prompts you to focus on what you deeply care about in your context and to think about how this “public passion” might call you to leadership. Our experience is that people lead around what matters to them.
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Some societies are oriented toward the past; others focus on the present; still others are more future-oriented (Kluckhohn and Strodtbeck, 1961). Space. Cultures have their own norms about appropriate interpersonal space or the best way ...
Some societies are oriented toward the past; others focus on the present; still others are more future-oriented (Kluckhohn and Strodtbeck, 1961). Space. Cultures have their own norms about appropriate interpersonal space or the best way ...
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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 |