This volume could not be timelier given the impact of the Covid-19 pandemic and the ensuing global challenges throughout its authorship. The chapter outlines why we need a post-pandemic public leadership paradigm. Asking 'why?' is the first of six intelligent leadership questions followed by 'what?', 'when', 'how?', 'where?' and 'who?' New Public Leadership' was first defined twelve years ago. A common feature of discussion considers the importance of NPL as goal-directed and relationship-oriented supported by intelligence-led approaches across networks. Creating the capability and capacity of leaders to respond to the public leadership challenges through integrated problem-solving techniques is essential. The aim of NPL remains the creation and demonstration of public value as assessed by satisfying the public interest. Often attributed to Einstein is the equally poignant advice that we should "count what counts and not what can be counted". This is the challenge that the opening chapter lays down.
Avolio, B.J. and Bass, B.M. (1994) Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA; London: SAGE Publications.
Bass, B.M. and Steidlmeier, P. (1999) Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10, 181‚Ä'216.
Benington, J. and Moore, M.H. (2011) Public value: theory and practice. New York: Palgrave Macmillan.
Bolden, R. (2008) Distributed leadership. In: Marturano, A. and Gosling, J. (eds) Leadership, the key concepts. London: Routledge, 42‚Ä'45.
Brookes, S. (2008) The public leadership challenge: ESRC research summary. Swindon: Economic and Social Research Council (ESRC).
Brookes, S. (2016) The selfless leader: a compass for collective leaders. Basingstoke: Palgrave Macmillan.
Brookes, S. and Grint, K. (2010) The new public leadership challenge. Basingstoke: Palgrave Macmillan.
Brown, S. (2014) Why it is essential for a leader to use the skills and mindset of a negotiator? http://www.forbes.com/sites/keldjensen/2012/12/11/flourish-as-an-influential-leader-think-like-a-negotiator/ (accessed 14 April 2020).
Burns, J.M. (2003) Transforming leadership: a new pursuit of happiness. New York: Atlantic Monthly Press.
Carlyle, T. (1852) On heroes, hero-worship and the heroic in history: six lectures, reported with emendations and additions. London: Chapman & Hall.
Collins, J.C. (2001) Good to great: why some companies make the leap ‚Ä' and others don't. London: Random House Business.
Debevoise, N.D. (2020) COVID-19 is not unprecedented nor unpredictable. Here's what you can do about it. Forbes Media. https://www.forbes.com/sites/nelldebevoise/2020/04/24/covid-19-is-not-unprecedented-nor-unpredictable-heres-what-you-can-do-about-it/?sh=35279877435f (accessed 7 April 2022).
Dunleavy, P., Margetts, H., Bastow, S. and Tinkler, J. (2005) New Public Management is dead ‚Ä' long live digital era governance. Journal of Public Administration Research and Theory, 16, 467‚Ä'494.
The Economist (2022) Reinventing globalisation: the tricky restructuring of global supply chains and why too much resilience is dangerous. Leadership, 16 June. https://www.economist.com/leaders/2022/06/16/the-tricky-restructuring-of-global-supply-chains (accessed 16 June 2022).
Gates, Bill and Gates, Melinda (2021, 27 January) It's not too soon to start thinking about the next pandemic. Blog published on Linkedin: https://www.linkedin.com/pulse/its-too-soon-start-thinking-next-pandemic-bill-gates/ (accessed 27 January 2021).
Grint, K. (2005) Leadership: limits and possibilities. Basingstoke: Palgrave Macmillan.
Heifetz, R.A. (1994) Leadership without easy answers. Cambridge, MA: Belknap Press of Harvard University Press.
Heifetz, R.A. and Laurie, D.L. (2001) The work of leadership. Harvard Business Review, 79, 131‚Ä'140.
Heifetz, R.A. and Linsky, M. (2002) Leadership on the line: staying alive through the dangers of leading. Boston, MA: Harvard Business School Press.
Hobbes, T. (2008) Leviathan (J.C.A. Gaskin, ed.). Oxford: Oxford University Press.
Hood, C. (1991) A public management for all seasons? Public Administration, 69, 3‚Ä'19.¬†https://doi.org/10.1111/j.1467-9299.1991.tb00779.x.
Hulme, M., Beauchamp, G., Clarke, L. and Hamilton, L.¬†(2021)¬†Collaboration in times of crisis: leading UK schools in the early stages of a pandemic.¬†Leadership and Policy in Schools, 22(1), 161‚Ä'180. https://doi.org/10.1080/15700763.2021.1917623.
Khan, F. (2019) 9 Black Swan events that changed the financial world. https://www.datadriveninvestor.com/2019/01/18/9-black-swan-events-that-changed-the-financial-world/#Black_Swan_Event_2016_BREXIT (accessed 5 October 2020).
Kipling, R. (1907) "I Keep Six Honest Serving Men", https://www.kiplingsociety.co.uk/poem/poems_serving.htm (accessed 23 April 2023).
Kotter, J.P. (1996) Leading change. Boston, MA: Harvard Business School Press.
McKee, M. (2004) Not everything that counts can be counted; not everything that can be counted, counts. British Medical Journal, 328, 153.
Mintzberg, H. (1983) Structure in fives: designing effective organizations. Englewood Cliffs, NJ: Prentice-Hall.
Morgan, G. (1997) Imaginization: new mindsets of seeing, organizing and managing. San Francisco, CA: Berrett-Koehler / Thousand Oaks, CA, USA and London, UK: SAGE Publications.
Osborne, S.P. and Mclaughlin, K. (2008) The study of public management in Great Britain: public service delivery and its management. In: Kickert, W.J.M. (ed.) The study of public management in Europe and the US: a comparative analysis of national distinctiveness. London: Routledge, 70‚Ä'98.
Oster, S.M. (1995) Strategic management for non profit organizations. Oxford: Oxford University Press.
Pawson, R. (2013) The science of evaluation: a realist manifesto. London: SAGE Publications.
Pawson, R. and Tilley, N. (1997) Realistic evaluation. Los Angeles, CA, USA and London, UK: SAGE Publications.
Pearce, C.L. and Conger, J.A. (2003) Shared leadership: reframing the how's and why's of leadership. Thousand Oaks, CA: SAGE Publications.
Phillips, D.T. (1997) The founding fathers on leadership: classic teamwork in changing times. New York: Warner Books.
Pollitt, C. and Bouckaert, G. (2004) Public Management Reform ‚Ä' A Comparative Analysis. Oxford: Oxford University Press.
Porter, M.E. (1980) Competitive strategy: techniques for analyzing industries and competitors. New York: Free Press.
Ribbins, P. (2007) Leadership and management in education: what's in a field? South African Journal of Education, 27(3), 351–376.
Rittel, H.W.J. and Webber, M.M. (1973) Dilemmas in a general theory of planning. Policy Sciences, 4, 155‚Ä'169.
Roche, J. (2018) Key negotiation and persuasion skills for L&D professionals. OnlineTraining Journal. https://www.trainingjournal.com/articles/features/key-negotiation-and-persuasion-skills-ld-professionals (accessed 14 April 2020).
Salacuse, J.W. (2008) Real leaders negotiate. Harvard Management Update, February.
Schluter, M. (2000) Foreword. In: Meads, G.A.J. (ed.) Relationships in the NHS: bridging the gap. London: Royal Society of Medicine Press, vii‚Ä'viii.
Schluter, M. and Lee, D. (2009) The relational manager: transform your workplace and your life. Oxford: Lion.
Senge, P.M. (1990) The fifth discipline: the art and practice of the learning organization. New York: Currency Doubleday.
Taleb, N.N. (2007) The black swan: the impact of the highly improbable (1st edn). New York: Random House.
Uhl-Bien, M. (2006) Relational leadership theory: exploring the social processes of leadership and organizing. Leadership Quarterly, 17, 654‚Ä'676.
-
Front Matter
-
Part I: PUBLIC LEADERSHIP AS A NEW THEORETICAL AND CONCEPTUAL FRAMEWORK FOR LEADING PUBLIC SERVICES IN THE INTERESTS OF THE PUBLIC
-
Part II: INTERNATIONAL PERSPECTIVES ON LEADERSHIP, MANAGEMENT AND GOVERNANCE
-
Part III: PUBLIC LEADERSHIP IN PRACTICE: THE ‘GOOD’, THE ‘BAD’ AND THE ‘DOWNRIGHT UGLY’ OF PUBLIC LEADERSHIP
-
Back Matter
