By Eileen Milner, Paul Joyce
Using overseas case examine fabric, this e-book examines how rules of visionary management were built and discusses their applicability to the general public area. The publication covers:
- the tensions which can come up among administrative/bureaucratic traditions and the management types required today
- the dating among political management and organizational leadership
- different methods which have been followed by means of public carrier leaders in firms all over the world and their point of success
- the quantity to which present theories of management are applicable for a brand new administration context.
A welcome boost to the present literature, this e-book can be priceless examining for college kids of public management in addition to practitioners and coverage makers within the public services.
Read Online or Download Lessons in Leadership: Meeting the Challenges of Public Service Management PDF
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Extra info for Lessons in Leadership: Meeting the Challenges of Public Service Management
In discussing the mythology of leadership, Senge argues that in organisations today: ‘The word “leader” has become a synonym for top manager. When people talk about “developing leaders” they mean developing prospective top 42 LESSONS IN LEADERSHIP managers. ” they ask the views of the top managers. There are two problems with this. First, it implies that those who are not in top management positions are not leaders. They might aspire to “become” leaders, but they don’t get there until they reach a senior management position of authority.
It does not place on the leader the responsibility for dreaming it up or originating a vision. Secondly, leaders communicate and share the vision and this then can lead to action by others who see new possibilities of action as a result of the speeches and statements of leaders. Thirdly, in terms of personal qualities, there is evidence that leaders need to be honest, have integrity and be inspiring, as well as be capable of using sound judgement. Words such as ‘trustworthy’ and ‘credible’ were prominent in the work on the personal qualities of public services leaders.
In the face of this challenge and the many obstacles to changing a massive, entrenched public-service organisation, leaders developed new strategies that transformed all aspects of the organisation, including structure, culture, use of technology, measures and rewards and bringing new people into leadership roles. Giuliani and department leaders adopted the “broken windows theory”, which links minor crime and lawlessness to more serious crime.