Edited by Richard H. Beinecke
Scholarly-Style Papers
1. Introduction: Leadership for Wicked Problems, by Richard H. Beinecke, USA
2. The Practice of Collective Leadership in the Public Sector, by Lilly LeMay, Canada
3. Leadership and Organizational Strategy, by Matthew R. Fairholm, USA
4. Getting to Integration: Command and Control or Emergent Process, by Steve Lurie, Canada
5. Daring Decisions and Representative Municipal Democracy: An Exploration within the New River Management in the Netherlands, by Peter Scholten, The Netherlands
6. The Evaluation of a Local Whole Systems Intervention for Improved Team Working and Leadership in Mental Health Services, by Steve Onyett, Anne Rees, Carol Borrill, David Shapiro & Sarahjoy Boldison, UK
Case Study:
7. Inspiring the Future of Mental Health and Addictions in New Zealand: The Blueprint Executive Leadership and Management Programmes, by Sally Pitts-Brown & Janet Peters, New Zealand
Book Reviews:
8. Gwen Ifill, Breakthrough: Politics and Race in the Age of Obama: reviewed by Howard A. Doughty, Canada
9. Tom Christensen and Per Lægreid, editors, Transcending New Public Management: The Transformation of Public Sector Reforms, reviewed by Howard A. Doughty, Canada
10. Andrew Carey, Inside Project Red Stripe: Incubating Innovation and Teamwork at The Economist, reviewed by Howard A. Doughty, Canada
11. Thomas Homer-Dixon, The Upside of Down: Catastrophe: Creativity and the Renewal of Civilization, reviewed by Ed Weick, Canada
12. Allan Blakeney, An Honourable Calling: Political Memoirs, reviewed by Eleanor Glor, Canada
An Acknowledgement:
13. Ken Kernaghan, a public administration leader, by Michael Duggett, UK
| Title | Author | Categories | Tags |
|---|
| 2009 (14-1-01) Introduction: Leadership for Wicked Problems | Richard H. Beinecke | Peer-Reviewed Papers | 2009, v14i1 |
| 2009 (14-1-02) The Practice of Collective Leadership in the Public Sector | Lilly LeMay | Peer-Reviewed Papers | 2009, v14i1 |
| 2009 (14-1-03) Leadership and Organizational Strategy | Matthew R. Fairholm | Peer-Reviewed Papers | 2009, v14i1 |
| 2009 (14-1-04) Getting to Integration: Command and Control or Emergent Process | Steve Lurie | Peer-Reviewed Papers | 2009, v14i1 |
| 2009 (14-1-05) Daring Decisions and Representative Municipal Democracy: An Exploration within the New River Management in the Netherlands | Peter Scholten | Peer-Reviewed Papers | 2009, v14i1 |
| 2009 (14-1-06) The Evaluation of a Local Whole Systems Intervention for Improved Team Working and Leadership in Mental Health Services | Anne Rees, Carol Borrill, David Shapiro, Sarahjoy Boldison, Steve Onyett | Peer-Reviewed Papers | 2009, v14i1 |
| 2009 (14-1-07) Inspiring the Future of Mental Health and Addictions in New Zealand: The Blueprint Executive Leadership and Management Programmes | Janet Peters, Sally Pitts-Brown | Case Studies | 2009, v14i1 |
| 2009 (14-1-08) Breakthrough: Politics and Race in the Age of Obama, by Gwen Ifill | Reviewed by Howard A. Doughty | Book Reviews | 2009, v14i1 |
| 2009 (14-1-09) Transcending New Public Management: The Transformation of Public Sector Reforms, by Tom Christensen and Per Lægreid, eds. | Reviewed by Howard A. Doughty | Book Reviews | 2009, v14i1 |
| 2009 (14-1-10) Inside Project Red Stripe: Incubating Innovation and Teamwork at The Economist, by Andrew Carey | Reviewed by Howard A. Doughty | Book Reviews | 2009, v14i1 |
| 2009 (14-1-11) The Upside of Down: Catastrophe: Creativity and the Renewal of Civilization, by Thomas Homer-Dixon | Reviewed by Ed Weick | Book Reviews | 2009, v14i1 |
| 2009 (14-1-12) An Honourable Calling: Political Memoirs by Allan Blakeney | Reviewed by Eleanor Glor | Book Reviews | 2009, v14i1 |
| 2009 (14-1-13) Ken Kernaghan, a public administration leader | Michael Duggett | Introduction | 2009, v14i1 |
Publisned February 24 2009
