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Qualifying for leadership or control masquerading as enlightenment?

Milliken, John - In: International Journal of Public Sector Management 15 (2002) 4, pp. 281-295

articulate approach to leadership and management development. In 1990 Handy warned that not all staff are equally experienced or … capable of leadership roles. Williams suggested that the position of principal/headteacher is not necessarily the most …

Persistent link: https://www.econbiz.de/10014798713

The world of the social entrepreneur

Thompson, John L. - In: International Journal of Public Sector Management 15 (2002) 5, pp. 412-431

The term “social entrepreneurship” is being adopted and used more extensively, but its meaning is not widely understood. In particular, the scope of social entrepreneurship in both business and the voluntary sector has not been mapped effectively. This paper seeks to do this. It begins by...

Persistent link: https://www.econbiz.de/10014798721

Leadership development in a South African health service

Dovey, Ken - In: International Journal of Public Sector Management 15 (2002) 7, pp. 520-533

The paper reports the outcomes of one module of a collaborative learning project aimed at the development of leadership … problems and to implement strategy in a challenging operational environment. It endorses the role of leadership coaching in the …

Persistent link: https://www.econbiz.de/10014798727

Leading change in the South African district health service

Dovey, Ken; Strydom, Amy; Penderis, Barbara; Kemp, Peter - In: International Journal of Public Sector Management 20 (2007) 3, pp. 192-205

Purpose – The paper sets out to explore the leadership processes and dynamics of change management in a fragmented, and … paper relate to the role of leadership in the facilitation of transformational learning in team‐based social action. Four … areas of leadership responsibility are highlighted: the transformation of inappropriate mental models; the development of …

Persistent link: https://www.econbiz.de/10014798913

Implementing change in a public agency : Leadership, learning and organisational resilience

Stewart, Jenny; O'Donnell, Michael - In: International Journal of Public Sector Management 20 (2007) 3, pp. 239-251

leadership. Practical implications – Successful implementation of change involving new technology requires a balance between “top …‐down” planning and distributed leadership. Adequate attention to organisational learning is also a significant factor. Originality …

Persistent link: https://www.econbiz.de/10014798916

Police management roles as determinants of knowledge sharing attitude in criminal investigations

Emil Berg, Morten; Dean, Geoff; Gottschalk, Petter; … - In: International Journal of Public Sector Management 21 (2008) 3, pp. 271-284

Purpose – The paper aims to argue that leadership by police managers is needed to stimulate and encourage knowledge …. Originality/value – Rather than stressing the importance of leadership in general to stimulate knowledge management, this paper is … original as it applies a set of management roles to empirically study where leadership makes a difference for knowledge sharing …

Persistent link: https://www.econbiz.de/10014798960

The changing context of public leadership and management : Implications for roles and dynamics

Pedersen, Dorthe; Hartley, Jean - In: International Journal of Public Sector Management 21 (2008) 4, pp. 327-339

sectors. However, the new dynamic image of public leadership and the apparently enlarged opportunities for managerial … mean that management and leadership positions are partly created through negotiated relations in a network‐like governance …

Persistent link: https://www.econbiz.de/10014798966

Civic entrepreneurship in Australia : Opening the “black box” of tacit knowledge in local government top management teams

Rowe, Patricia A.; Christie, Michael J. - In: International Journal of Public Sector Management 21 (2008) 5, pp. 509-524

group level factor of knowledge, the explication of tacit knowledge and a factor of managerial attitude, namely leadership … support that is inherently multi‐level in nature. Findings – Leadership support is significant at both the dyad level and at … the group level of analysis. Ordinary least squares regression supported the main hypothesis, that leadership support has …

Persistent link: https://www.econbiz.de/10014798976

Interorganizational cooperation: the structural aspect of nurturing trust

Tubin, Dorit; Levin‐Rozalis, Miri - In: International Journal of Public Sector Management 21 (2008) 7, pp. 704-722

Purpose – Interorganizational cooperation (IOC) is like harnessing a swan, a crab, and a pike to a single wagon and still expecting it to go. One issue that appears significant under such conditions is building trust and inscribing it into the structure of IOC. The purpose of this study is to...

Persistent link: https://www.econbiz.de/10014798988

The path to regional competitiveness : Business‐civic leadership and geoeconomics in metropolitan Philadelphia

Hanson, Karen J. - In: International Journal of Public Sector Management 22 (2009) 3, pp. 210-220

to economic development by relying on business‐civic leadership to transcend governmental boundaries. Design …/methodology/approach – The paper examines the role of leadership in organizations representing business interests, and the competing and …

Persistent link: https://www.econbiz.de/10014799013