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Public Values Leadership: Striving to Achieve Democratic Ideals

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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 CivicsSocial Sciences
Author
Barry Bozeman & Michael M. Crow
Publisher
Arizona State University
Source
LibreTexts
License
CC BY-NC-ND
Language
EN
Category
Business Administration
Read online Download PDF (open licence)
Contents· 107 sections
  1. 01: Introduction
  2. 1.01: Intro
  3. 1.02: A Quick Note on Cases and Illustrations
  4. 1.03: Out of the Shadow of Market Theory
  5. 1.04: What's in the Rest of the Book
  6. 1.05: Discussion Questions
  7. 02: Public Values Theory- A short Practical History
  8. 2.01: Introduction- Caveat Lector
  9. 2.02: Public Values Theory Antecedents
  10. 2.03: Public Interest Theory- Taproot of Public Values
  11. 2.04: The Demise of Public Interest Theory the Rise of Private Interest Theory
  12. 2.05: Market Failure as a Theory of Public Policy
  13. 2.06: The Public Bottom Line
  14. 2.07: The Failures of Market Failure
  15. 2.08: Enter the Public Values Alternative
  16. 2.09: Motivations for Developing Public Value Theory
  17. 2.10: Public Values Failure Criteria-Market Failure Turned Upside Down
  18. 2.11: Building on the Criteria
  19. 2.12: Public Values Conceptual Issues
  20. 2.13: The Identification Problem
  21. 2.14: The Instrument Problem
  22. 2.15: The Motivation Problem
  23. 2.16: Public Values- Approaches to the Knowing-Them-When-You-See-Them Problem
  24. 2.17: Discussion Questions
  25. 03: Three Premises of Public Values-Based Management
  26. 3.01: Intro
  27. 3.02: An Approach to Public Values Management
  28. 3.03: Caveat 1- Partially Public Value Institutions
  29. 3.04: Caveat 3- Public Values People in Organizations
  30. 3.05: Public Values Premises- What We Believe and Why
  31. 3.06: Why Do People Retreat from Public Values
  32. 3.07: Michael Crow ASU and Public Values Premises
  33. 3.08: Conclusion
  34. 04: Public Values Management Propositions I
  35. 4.01: Intro
  36. 4.02: Public Value Propositions
  37. 4.03: Public Value Proposition- Articulate a Vision
  38. 4.04: Contrasting Public Values Visionaries- Sinclair and Wiley
  39. 4.05: Public Value Proposition- Multilateral Institutional Interaction
  40. 4.06: Food Safety Policy Making as an Example of Multilateral Institutional Interaction
  41. 4.07: Scheduled Work Break
  42. 4.08: Discussion Questions
  43. 05: Public Values Management Propositions II
  44. 5.01: Intro
  45. 5.02: Public Values Proposition- Inclusiveness and Accommodation of Minority Interests
  46. 5.03: Back to Food Safety Policy- The Challenges to Inclusiveness
  47. 5.04: Inclusiveness Strategies for Public Values Leaders
  48. 5.05: Inclusiveness and the Big Tent
  49. 5.06: Public Values Proposition- Engendering Trust
  50. 5.07: Three Mini-cases. Perspectives on Trust and Leadership
  51. 06: Mutable Leadership
  52. 6.01: Intro
  53. 6.02: What Is Mutable Leadership
  54. 6.03: Winston Churchill as Heroic Leader (But Not a Mutable Leader)
  55. 6.04: A Problem of Leadership Studies- Presumptions of Simplicity
  56. 6.05: The Mutable Leadership Concept
  57. 6.06: Permeable Leadership
  58. 6.07: Leadership Succession
  59. 6.08: Mutable Leadership Roles
  60. 6.09: Public Value Visionaries
  61. 6.10: Assemblers and Coalition Builders
  62. 6.11: Implementation Leaders
  63. 6.12: Negotiators and Peacemakers
  64. 6.13: Conservers and Maintainers
  65. 6.14: Revisionaries
  66. 6.15: Creative Destroyers
  67. 6.16: Reality Check and Ideas Crucible
  68. 6.17: Case Study
  69. 07: Case Studies in Public Values Leadership
  70. 7.01: Case Studies in Public Values Leadership
  71. 7.02: Leadership Case. Jeb Bush and Florida Policies for Disabilities
  72. 7.03: Bozeman and Crow Comments
  73. 7.04: Leadership Case. Steve Zabilski and the St.Vincent de Pauls Human Services Campus
  74. 7.05: Leadership Case. Brian and Kelly Swette and Sweet Earth Natural Foods
  75. 7.06: Leadership Case. Ed Zuercher and Light-Rail to Phoenix
  76. 7.07: Leadership Case. Freeman Hrabowski and the UMBC Choice Program
  77. 7.08: Public Values LeadershipConclusions
  78. 7.09: Query for Readers
  79. 7.10: Discussion Questions
  80. 08: Public Values Case- St. Marys Food Bank and the Durability of the Public Values Leadership
  81. 8.01: Intro
  82. 8.02: Food Security as a Public Value
  83. 8.03: Unequivocal Public Values- St. Marys Food Bank
  84. 8.04: John van Hengel- An Unconventional Public Value Leader
  85. 8.05: An Early Lesson- Take What Is Offered
  86. 8.06: Institutional Innovation- Diffusing the Food Bank Organization in the United States
  87. 8.07: Mutable Leadership- John van Hengel as an Extreme Example
  88. 8.08: Conclusions
  89. 8.09: Query for Readers
  90. 8.10: Discussion Questions
  91. 09: The Starbucks-ASU Alliance
  92. 9.01: Intro
  93. 9.02: Articulating the Vision
  94. 9.03: Multilateral Institutional Interaction
  95. 9.04: Inclusiveness and Accommodation of Minority Interests
  96. 9.05: Engendering Trust
  97. 9.06: Summary
  98. 9.07: Discussion Questions
  99. 10: Public Values Management and Leadership- A Conversation
  100. 10.01: Intro
  101. 10.02: Conversation- The Starbucks Continuation Part
  102. 10.03: Conversation- The ASU Inclusiveness and Public Values Part
  103. 10.04: Conversation- The Everything Else Part
  104. 10.05: Discussion Questions
  105. 11: Afterword- COVID-19 and Public Values Leadership
  106. 11.01: Afterword- Covid-19 and Public Values Leadership
  107. 11.02: Discussion Questions