Strategic Leadership in the Public Services by Paul JoyceStrategic Leadership in the Public Services by Paul Joyce

Strategic Leadership in the Public Services

byPaul JoyceEditorPaul Joyce

Paperback | December 15, 2011

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In turbulent times, strategic leadership of public services becomes ever more important. Strategic leaders are steering their organizations into a new relationship with the public, often in conditions of intensified competition between public services providers and thus the quality of leadership they offer is critical.

Providing insights into useful approaches and techniques for strategic leaders, Strategic Leadership in the Public Services covers topics such as the nature of leaders and how leaders lead. It probes strategic thinking and thoroughly explores strategic processes of implementation, monitoring and evaluation. It provides advice on being strategic and encourages the reader to appreciate the challenges of strategic leadership in practice. In the end, the book argues that leadership and strategy have become hegemonic ideas for reinventing the state.

Replete with real world practical case studies and examples, drawn from a range of countries, the book provides students with a truly international outlook on the subject and offers a clear understanding of the emerging significance of leadership, strategic management, and public services reform. Essential reading for postgraduate students taking leadership and management courses for the public services, the book will also be a useful resource for individuals currently pursuing executive management careers in the public services, or hope to do so in the future.

Paul Joyce is a Professor and Director of Liverpool Business School at Liverpool John Moore¿s University, UK. He is an author of books on strategic management, change management, and leadership. He has worked on education, research and management consultancy assignments in the UK and elsewhere.
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Title:Strategic Leadership in the Public ServicesFormat:PaperbackDimensions:360 pages, 9.1 × 6.1 × 0.8 inPublished:December 15, 2011Publisher:Taylor and FrancisLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:0415616506

ISBN - 13:9780415616508

Reviews

Table of Contents

1. Leaders in the Public Services  2. The Leadership Process  3. Leaders and Change Situations  4. The Political Context  5. Linear Strategic Thinking  6. Strategic Issue Management  7. Strategic Planning and Management  8. Implementation  9. Monitoring  10. Evaluating Strategic Plans  11. Issues and Challenges in Practice  12. Reform, Leadership and Strategy  13. Reflections on Strategic Leadership.  Appendix A: Corporate Strategy Workshop.  Appendix B: Self-Assessment Tool for Strategic Leaders

Editorial Reviews

'Effective management and leadership of public services has never been so important. This excellent book gives students a highly practical and accessible introduction to the multiple challenges of strategic leadership in the public sector.' Rhys Andrews, Cardiff University, UK 'Effective strategic leadership in the public services has never been so important. This book successfully integrates public service reform, strategic planning and management with many theories and concepts of management. The whole book is supported with highlighted clarification of the main concepts discussed, underpinning research and relevant international case studies. Each chapter ends with thought provoking discussion questions and work-based assignments which enable postgraduate students and practicing public service managers to critically analyse and develop their strategic thinking. Practicing managers can deliver an integrated corporate planning process within their workplace with the aid of the included corporate strategy workbook and work sheets. This book will deepen the understanding of the theory and practice of strategic leadership and should be on the reading list of any student interested in strategic leadership in the public sector.' Mary Stoate, Bath Spa University, UK 'Paul Joyce integrates themes that, separately, are well served but, together, would represent a daunting reading list for any student. We have a clear and comprehensive treatment of themes as varied as leadership, strategy, policy-making, implementation and monitoring. It would be churlish to suggest that this breadth is a weakness. It is in the nature of this text that it covers the gamut, some aspects of which are also treated by separate texts in the same series, and that is its strength.' Dr Mike Rowe, University of Liverpool Management School, UK