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New public leadership : making a difference from where we sit

Author: Douglas F Morgan; Marcus Ingle; Craig W Shinn
Publisher: New York, NY : Routledge, 2018.
Edition/Format:   eBook : Document : EnglishView all editions and formats
Summary:
Most leadership literature stems from and focuses on the private sector, emphasizing personal qualities that bind leaders and followers to a shared purpose. As the authors of New Public Leadership argue, if these shared purposes do not build trust and legitimacy in public institutions, such traditional leadership tropes fall short of the standard demanded by contemporary public servants. For twenty years the authors  Read more...
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Genre/Form: Electronic books
Case studies
Additional Physical Format: Print version:
Morgan, Douglas F., 1943-
New public leadership.
New York, NY : Routledge, 2018
(DLC) 2018018201
(OCoLC)1033574441
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Douglas F Morgan; Marcus Ingle; Craig W Shinn
ISBN: 9780429832918 0429832915 9780429450181 9780429832925 0429832923 9780429832901 0429832907 0429450184 9780429450181
OCLC Number: 1053623040
Description: 1 online resource
Contents: Cover; Half Title; Title Page; Copyright Page; Dedication; Table of Contents; Notes on Contributors; Preface; Acknowledgments; PART I: Foundations of Public Service Leadership; Master Case: The Angry Library Patron; 1. Public Service Leadership: Discovering Opportunities to Make a Difference from Where We Sit; Leading from Where We Sit; The Leadership Challenge of Increased Complexity and Interdependence; The Uniqueness of Public Service Leadership; Public Service Leadership as a Passion Flower; The Organization and Design of the Book; 2. Leadership Theory and Action Leadership Theories and their InadequaciesTheories Especially Relevant to EMERGE Polity Leadership; Conclusion; 3. Leadership in Organizations; Images of Organizations: Consequences for Leadership; What Is Uniquely Different about Leadership in Public Organizations?; Leadership v. Management; Leading Change in Public Organizations; Conclusion; 4. Polity Leadership; What Is Polity Leadership?; Government Institutions: Variety, Legal Authority and Governance; The Role of Business Organizations and their Polity Leadership Implications; The Special Role of Voluntary Associations and Civil Society Conclusion5. The Moral Basis of Public Service Leadership; Public Morality Source #1: Know the Architectonic Structure of Legal Authority and its Moral Implications; Public Morality Source #2: Know What Is Prohibited; Public Morality Source #3: Know the Kind and Source of Your Leadership Discretion; Public Morality Source #4: Know the Moral Legacy of the American Founding4; Principles and Practices for Tempering Public Service Ethical Conflicts; Conclusion: Putting Our Ethical Thinking into Practice; 6. Thinking in Time: Using Our Institutional Legacies to Improve the Public Good Jacksonian Democracy (1829-1869): Servant Leadership, Ordinary Virtue and Representative Bureaucracy, Limited Government and the Voluntary StatePopulist Reform (1869-1910): Neutral Competence and the Rise of the Regulatory State; Progressive Reform (1910-1921): Scientific Management and Moral Leadership; The New Deal (1933-1976) and the Rise of the Administrative State; Some Leadership Conclusions Regarding the Moral Legacy of American History and Political Institutions; Conclusion; PART II: Identifying Leadership Opportunities: "Sizing Up" Possible Leadership Action Master Case: The Mt. Hood National Forest Strategic Stewardship Plan7. Sizing up the Leadership Context: Drivers of Change in the 21st Century; Drivers of Change in the 21st Century; Responses to the Normal: The Rise of New Public Management (NPM) and New Public Governance (NPG); Conclusion; 8. The Normal v. the New Normal and the Rise of Wicked Problems: Leadership for Emergence; Wicked Problems: What Are They and Why Are They Becoming More Normal?; How to Assess the Types and Characteristics of Leadership Challenges; Some Leadership Implications of Emergence
Responsibility: Douglas F. Morgan, Marcus D. Ingle, and Craig W. Shinn.

Abstract:

Most leadership literature stems from and focuses on the private sector, emphasizing personal qualities that bind leaders and followers to a shared purpose. As the authors of New Public Leadership argue, if these shared purposes do not build trust and legitimacy in public institutions, such traditional leadership tropes fall short of the standard demanded by contemporary public servants. For twenty years the authors have been developing a leadership education and training framework specifically designed to encourage public service professionals to 'lead from where they sit.' This book presents that comprehensive, integrated, and practical leadership framework, grounded in the uniqueness of public legal missions, culture, history and values. The authors explore three key elements of leadership success: 1) an understanding of our public service context, including the history, the values and the institutions that comprise our leadership setting, 2) a set of tools designed to help leaders initiate collective action in wicked challenge settings, and 3) tools to support sound judgment, enabling leaders to do the right thing in the right circumstances for the right reasons. The authors further provide readers with a basic understanding of democratic institutions, encouraging them to work within and across multiple vertical and horizontal systems of authority. The book is organized into four sections, each of which is accompanied by a Master Case that provides the reader with an opportunity to apply the principles and leadership tools discussed in the text to practice. To further reinforce the practice-centered approach to leadership knowledge and skills, the authors have developed an accompanying EMERGE Leadership Handbook, complete with exercises, available online. Written specifically with the practicing public manager in mind, this book arms public servants with a large repertoire of leadership skills, designed to accommodate changing public values and conflicting priorities at all levels of our public organizations.

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