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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
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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 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.

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