Calgary Public Library

Public and Third Sector Leadership, Experience Speaks

eng

no index present

non fiction

Public and Third Sector Leadership

electronic resource

dictionaries

890530679

Experience Speaks

What can we learn from leaders in the public and third sectors? This book is unique in that it provides an opportunity for the voices of these individuals to be heard. Each leader considers what leadership means to them, their experience of it, and the complex challenges they face as a result of profound changes in the economy, polity and society

Cover; Public and Third Sector Leadership:Experience Speaks; Copyright page; List of Figures; List of Tables; About the Authors; About the Contributors; Acknowledgements; Foreword; Preface; References; Chapter 1 Introduction; Chapter 1 Introduction; 1.1 Overview; 1.2 Importance of Leadership; 1.2.1 So, Why Is Leadership Important in the Public and Third Sectors?; 1.3 Why the Need for Another Book on Leadership?; 1.3.1 So Why the Need for Another Book on Leadership?; 1.4 Audience; 1.5 Aim of This Book; 1.6 Unique Aspects; 1.7 Format; References; Chapter 2 Current Approaches to LeadershipChapter 2 Current Approaches to Leadership2.1 Introduction; 2.2 What Are Leadership Approaches?; 2.3 Leadership Philosophies from 2000; 2.4 Inside Each Philosophy; 2.4.1 Adaptive; 2.4.1.1 Working definition; 2.4.1.2 Key author; 2.4.1.3 Theory; Technical and adaptive problems; Leadership and authority; 2.4.1.4 Practice; Technical and adaptive problems; Leadership and authority; 2.4.2 Authentic; 2.4.2.1 Working definition; 2.4.2.2 Key author(s); 2.4.2.3 Theory; 2.4.2.4 Practice; 2.4.3 Distributed10; 2.4.3.1 Working definition; 2.4.3.2 Key author(s); 2.4.3.3 Theory; 2.4.3.4 Practice2.4.4 Ethical2.4.4.1 Working definition; 2.4.4.2 Key author(s); 2.4.4.3 Theory; 2.4.4.4 Practice; 2.4.5 Servant; 2.4.5.1 Working definition; 2.4.5.2 Key author; 2.4.5.3 Theory; 2.4.5.4 Practice; 2.4.6 Shared; 2.4.6.1 Working definition; 2.4.6.2 Key author(s); 2.4.6.3 Theory; 2.4.6.4 Practice; References; Chapter 3 The Public Sector; Chapter 3 The Public Sector; 3.1 Introduction; 3.2 Sector, Service or Good?; 3.2.1 Public Sector; 3.2.2 Public Service; 3.2.3 Public Good; 3.3 Challenges Ahead; 3.3.1 NPM: A Brief History; 3.4 Leadership Thinking within This Sector; 3.4.1 State of Play3.4.2 Classification3.4.3 Theory; 3.4.4 Looking Ahead; 3.5 The Reflections; 3.5.1 National Health Service; 3.5.2 The Scottish Parliament; 3.5.3 British Armed Forces; 3.5.4 The Police Service; 3.5.5 The Fire Service; 3.5.6 Local Authority; 3.5.6.1 Case 1 -- UK Green Investment Bank; 3.5.6.2 Case 2 -- The Edinburgh Guarantee; 3.5.7 Government: Education; 3.5.8 Government: Non-Departmental Public Body; 3.5.9 The Forestry Commission; 3.6 Analysis and Conclusions; 3.6.1 Content Analysis; 3.6.1.1 Experience; 3.6.1.2 Perceptions; Ideal state; What it looks like; Good and bad; Can be confusing3.6.1.3 MeansLevels of analysis; Personal qualities; Philosophies; Self-awareness, insight and soft skills; Not command and control and management; 3.6.1.4 Challenges; Political; Economic; Socio-cultural; Technological; 3.6.1.5 Sector; 3.6.2 Totality; References; Chapter 4 The Third Sector; Chapter 4 The Third Sector; 4.1 Introduction; 4.2 Defining the Sector; 4.3 Context; 4.4 Changes; 4.5 Leadership in the Third Sector; 4.6 Leadership Theory; 4.7 Leadership Development; 4.8 The Reflections; 4.8.1 Voluntary; 4.8.2 Community; 4.8.3 Charity; 4.8.4 Mutual and Cooperative; 4.8.5 Social Enterprise