International Journal of Leadership in Public Services: Volume 6 Issue 1

Editorial

Mark Davison, Steve Onyett

Exceeding Expectation: The principles of outstanding leadership

Ian Lawson, Brian Cox

This article follows on from the interview with Will Hutton in the December 2009 issue of The International Journal of Leadership in Public Services (Davison, 2009) to give a more…

Leading and following together — leading leadership and leading leaders

Brian Cox

This short paper raises the question of ‘how can a leadership development centre provide leadership for established and experienced leaders in the care sector?’ Leadership…

Why ‘leadership’ is so difficult — and elusive

Alistair Mant

This paper suggests that as the focus on ‘leadership’ has intensified over recent years, the quality of management in both public and private sectors has diminished. The two…

Shame and organisations

Miryam Clough

This paper proposes that shame is a powerful, underlying force in organisational dynamics; that it affects individual motivation and performance as well as organisational…

Leadership in the public sector — the next decade

Patricia Lustig, John Reynolds, Gill Ringland, Richard Walsh

This paper describes the ways in which the next decade will be different from the last. Times are becoming more and more turbulent and a new kind of organisation is needed to…

Can theoretical models of knowledge management ever be of use to busy police leaders?

Sarah Cresswell

Police leaders have been set an objective to achieve an increase in efficiency and productivity in all the various functions that the police force carries out, while continuing to…

The Wharerata Declaration — the development of indigenous leaders in mental health

Rose Sones, Carol Hopkins, Spero Manson, Ray Watson, Mason Durie, Valerie Naquin

Indigenous populations and communities around the world confront historical, cultural, socioeconomic and forced geographic limitations that have profound impacts on mental…