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Public Leadership, Organisation Development and Action Learning

Overview

Unprecedented investment is being made in leadership development across the public sector: leadership courses are growing, and development is a core theme of organizational capacity building initiatives.
Within this, action learning has attracted increasing interest as an approach that can simultaneously address individual and organizational development.

An impressive and scholarly collection, this book collates important examples and considers...

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Overview

Unprecedented investment is being made in leadership development across the public sector: leadership courses are growing, and development is a core theme of organizational capacity building initiatives.
Within this, action learning has attracted increasing interest as an approach that can simultaneously address individual and organizational development.

An impressive and scholarly collection, this book collates important examples and considers the evidence for action learning's effectiveness. An important read for postgraduate students and researchers of human resources, training and development, this important book draws important insights to raise new questions concerning the role of the facilitator, the value of a 'bilingual' ability with public service issues and facilitation, comparisons with coaching and mentoring, and implications for employing action learning in a politicized or hierarchical environment and on a consultancy basis.

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Product Details

Meet the Author

Clare Rigg is Senior Lecturer in the School of Business and Social Studies at the Institute of Technology, Tralee, Ireland. She previously worked at the University of Birmingham’s School of Public Policy and has used action learning and action research on a variety of organization development, leadership and management development programmes.

Sue Richards is Director of the Centre for Strategic Leadership at the National School of Government, London. She has performed a number of advisory and governance roles in relation to public service, having been a special advisor to various parliamentary select committees, an Audit Commissioner and a member of the Advisory Board of the Office of Public Services Reform.

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Table of Contents


List of illustrations     ix
Acknowledgements     x
Notes on contributors     xi
Developing public service leadership - the context for action learning   Clare Rigg     1
Context     13
New public policy paradigm - new leadership   Sue Richards     15
Optimizing the power of learning within action learning   Michael Marquardt   Deborah Waddill     26
Understanding the organizational potential of action learning   Clare Rigg     41
Practice - developing leaders     53
Local authority chief executive action learning sets   Michael Lyons   Clare Rigg     55
Learning and leading: action learning for chief probation officers   Sue Richards     66
The design and evaluation of a leadership programme for experienced chief executives from the health sector   Frank Blackler   Andy Kennedy     79
Practice - developing organizations     101
Levels of action learning, and holding groups to the experience   Carol Yapp     103
Developing ourselves as police leaders: how can we inquire collaboratively in a hierarchical organization?   Geoff Mead     117
Supporting organizational turnaround in local authorities   Pam Fox   Clare Rigg   Martin Willis     131
Practice - networks and partnerships: developing the public policy system     143
Developing public service leaders through action inquiry   Geoff Mead     145
Partnership action learning   Martin Willis     164
Action learning in inter-organizational sets   David Coghlan   Paul Coughlan     181
Conclusion     193
Action learning in the public service system: issues, tensions and a future agenda   Clare Rigg     195
References     207
Index     219
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