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Public Values Leadership: Striving to Achieve Democratic Ideals

Public Values Leadership: Striving to Achieve Democratic Ideals explores leadership focusing on collective goods (health, freedom, and security) rather than private gains using case studies and interviews. This LibreTexts has been sourced from a version held by Project Muse at Johns Hopkins University

Political Science and Civics Social Sciences

Tác giả: Barry Bozeman & Michael M. Crow
Nhà xuất bản: Arizona State University
Nguồn: LibreTexts
Giấy phép: CC BY-NC-ND
Ngôn ngữ: EN
Danh mục: Quản trị kinh doanh

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Mục lục· 107 mục

01: Introduction
1.01: Intro
1.02: A Quick Note on Cases and Illustrations
1.03: Out of the Shadow of Market Theory
1.04: What's in the Rest of the Book
1.05: Discussion Questions
02: Public Values Theory- A short Practical History
2.01: Introduction- Caveat Lector
2.02: Public Values Theory Antecedents
2.03: Public Interest Theory- Taproot of Public Values
2.04: The Demise of Public Interest Theory the Rise of Private Interest Theory
2.05: Market Failure as a Theory of Public Policy
2.06: The Public Bottom Line
2.07: The Failures of Market Failure
2.08: Enter the Public Values Alternative
2.09: Motivations for Developing Public Value Theory
2.10: Public Values Failure Criteria-Market Failure Turned Upside Down
2.11: Building on the Criteria
2.12: Public Values Conceptual Issues
2.13: The Identification Problem
2.14: The Instrument Problem
2.15: The Motivation Problem
2.16: Public Values- Approaches to the Knowing-Them-When-You-See-Them Problem
2.17: Discussion Questions
03: Three Premises of Public Values-Based Management
3.01: Intro
3.02: An Approach to Public Values Management
3.03: Caveat 1- Partially Public Value Institutions
3.04: Caveat 3- Public Values People in Organizations
3.05: Public Values Premises- What We Believe and Why
3.06: Why Do People Retreat from Public Values
3.07: Michael Crow ASU and Public Values Premises
3.08: Conclusion
04: Public Values Management Propositions I
4.01: Intro
4.02: Public Value Propositions
4.03: Public Value Proposition- Articulate a Vision
4.04: Contrasting Public Values Visionaries- Sinclair and Wiley
4.05: Public Value Proposition- Multilateral Institutional Interaction
4.06: Food Safety Policy Making as an Example of Multilateral Institutional Interaction
4.07: Scheduled Work Break
4.08: Discussion Questions
05: Public Values Management Propositions II
5.01: Intro
5.02: Public Values Proposition- Inclusiveness and Accommodation of Minority Interests
5.03: Back to Food Safety Policy- The Challenges to Inclusiveness
5.04: Inclusiveness Strategies for Public Values Leaders
5.05: Inclusiveness and the Big Tent
5.06: Public Values Proposition- Engendering Trust
5.07: Three Mini-cases. Perspectives on Trust and Leadership
06: Mutable Leadership
6.01: Intro
6.02: What Is Mutable Leadership
6.03: Winston Churchill as Heroic Leader (But Not a Mutable Leader)
6.04: A Problem of Leadership Studies- Presumptions of Simplicity
6.05: The Mutable Leadership Concept
6.06: Permeable Leadership
6.07: Leadership Succession
6.08: Mutable Leadership Roles
6.09: Public Value Visionaries
6.10: Assemblers and Coalition Builders
6.11: Implementation Leaders
6.12: Negotiators and Peacemakers
6.13: Conservers and Maintainers
6.14: Revisionaries
6.15: Creative Destroyers
6.16: Reality Check and Ideas Crucible
6.17: Case Study
07: Case Studies in Public Values Leadership
7.01: Case Studies in Public Values Leadership
7.02: Leadership Case. Jeb Bush and Florida Policies for Disabilities
7.03: Bozeman and Crow Comments
7.04: Leadership Case. Steve Zabilski and the St.Vincent de Pauls Human Services Campus
7.05: Leadership Case. Brian and Kelly Swette and Sweet Earth Natural Foods
7.06: Leadership Case. Ed Zuercher and Light-Rail to Phoenix
7.07: Leadership Case. Freeman Hrabowski and the UMBC Choice Program
7.08: Public Values LeadershipConclusions
7.09: Query for Readers
7.10: Discussion Questions
08: Public Values Case- St. Marys Food Bank and the Durability of the Public Values Leadership
8.01: Intro
8.02: Food Security as a Public Value
8.03: Unequivocal Public Values- St. Marys Food Bank
8.04: John van Hengel- An Unconventional Public Value Leader
8.05: An Early Lesson- Take What Is Offered
8.06: Institutional Innovation- Diffusing the Food Bank Organization in the United States
8.07: Mutable Leadership- John van Hengel as an Extreme Example
8.08: Conclusions
8.09: Query for Readers
8.10: Discussion Questions
09: The Starbucks-ASU Alliance
9.01: Intro
9.02: Articulating the Vision
9.03: Multilateral Institutional Interaction
9.04: Inclusiveness and Accommodation of Minority Interests
9.05: Engendering Trust
9.06: Summary
9.07: Discussion Questions
10: Public Values Management and Leadership- A Conversation
10.01: Intro
10.02: Conversation- The Starbucks Continuation Part
10.03: Conversation- The ASU Inclusiveness and Public Values Part
10.04: Conversation- The Everything Else Part
10.05: Discussion Questions
11: Afterword- COVID-19 and Public Values Leadership
11.01: Afterword- Covid-19 and Public Values Leadership
11.02: Discussion Questions