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Brian Howieson - Public and Third Sector Leadership: Experience Speaks

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Brian Howieson Public and Third Sector Leadership: Experience Speaks
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For those bold enough to lead in this age of austerity, the challenges are immense. Seismic shifts have taken place in the public and third sectors. Political, economic, technological, and social change are driving profound transformation of organizational models, making predictability and stability elusive. The combined effects of the economic downturn and cutbacks in spending are hitting leaders in the public and third sectors hard. Written by leaders in these sectors, this book provides an opportunity for the voices of those rarely considered in the literature on leadership to be heard. Each leader has contributed their personal reflections of what leadership means to them and their experience of it. They also consider the complex challenges they face as they grapple with changes in the economy, polity and society. Public and Third Sector Leadership: Experience Speaks provides an analysis of the research in the public and third sectors and the reflections written by each leader, highlighting the key themes from each sector. This is a unique opportunity to hear from the men and women who have demanding leadership positions in the public and third sectors in the UK today.

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PUBLIC AND THIRD SECTOR LEADERSHIP EXPERIENCE SPEAKS PUBLIC AND THIRD SECTOR - photo 1

PUBLIC AND THIRD SECTOR LEADERSHIP: EXPERIENCE SPEAKS

PUBLIC AND THIRD SECTOR LEADERSHIP: EXPERIENCE SPEAKS

BRIAN HOWIESON

University of Dundee, Dundee, UK

JULIE HODGES

Durham University, Durham, UK

Public and Third Sector Leadership Experience Speaks - image 2

United Kingdom North America Japan India Malaysia China

Emerald Group Publishing Limited

Howard House, Wagon Lane, Bingley BD16 1WA, UK

First edition 2014

Copyright 2014 Emerald Group Publishing Limited

Reprints and permission service

Contact: permissions@emeraldinsight.com

No part of this book may be reproduced, stored in a retrieval system, transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without either the prior written permission of the publisher or a licence permitting restricted copying issued in the UK by The Copyright Licensing Agency and in the USA by The Copyright Clearance Center. Any opinions expressed in the chapters are those of the authors. Whilst Emerald makes every effort to ensure the quality and accuracy of its content, Emerald makes no representation implied or otherwise, as to the chapters suitability and application and disclaims any warranties, express or implied, to their use.

British Library Cataloguing in Publication Data

A catalogue record for this book is available from the British Library

ISBN: 978-1-78350-492-3

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CONTENTS

Mike Jones

Matthew Taylor

Debra Tyler

List of Figures

Chapter 2

Figure 2.1

Levels of conceptualisation for leadership processes.

List of Tables

Chapter 2

Table 2.1

Chronological summary of theories of leadership and key authors to the start of the 21st century.

Table 2.2

Prevalence of current leadership philosophies from the database Business Source Premier on 7 December 2012.

Table 2.3

Prevalence of current leadership philosophies in Leadership, Leadership Quarterly and the Chartered Institute of Personnel and Development.

Table 2.4

Number of entries and examples of leadership philosophies in Wall Street Journal.

Table 2.5

Number of entries and examples of leadership philosophies in FT.com.

Chapter 3

Table 3.1

Essay summaries Experience, perception, means, challenges and sector.

Chapter 4

Table 4.1

Third sector organisations.

Table 4.2

Essay summaries Experience, perception, means, challenges and sector.

About the Authors

Brian Howieson (PhD, MPhil, MBA, BSc, FRSA) is Director of MBA Programmes at the Graduate School of Natural Resources Law, Policy, and Management at the University of Dundee. He joined the University of Dundee in 2013 after completing a 4-year Foundation for Management Education/Economic and Social Research Council Senior Fellowship at Stirling Management School, the University of Stirling. Prior to this, he had a 25+ year career with the Royal Air Force (UK Ministry of Defence Defence Fellow (2002)) and the Royal College of Physicians and Surgeons.

Julie Hodges (PhD, MA, BA, PGCert) is Director of Global MBA Programmes at Durham University Business School and a senior fellow of the Foundation for Management Education. Prior to joining academia, Julie worked for 20 years in a variety of management and leadership roles in companies across the globe, including the British Council, Vertex and PricewaterhouseCoopers. Julie has worked extensively in the academic and business world in the field of organisational change and development. She is an experienced facilitator of individuals, groups and businesses facing change. Her areas of teaching and research expertise include leadership and implementing and sustaining change in organisations. Julie is the author of Sustaining change in organizations, due to be published in Winter 2014.

About the Contributors

Jane Ashcroft joined Anchor in 1999 from BUPA, which had acquired Care First plc where she was Personnel Director. She was previously HR Manager and Company Secretary with Bromford Housing Group, and before that Assistant Secretary with Midlands Electricity plc. Jane chairs the English Community Care Association the largest representative body for providers of adult social care and is a Trustee of The Silverline, a helpline for older people. She was appointed Chief Executive of Anchor on 9 March 2010. Jane is a Fellow of the Institute of Chartered Secretaries, a Member of the Chartered Institute of Personnel and Development, and a Non-Executive Director of Dignity plc.

Balbir Bhogal is the Deputy Director of Informatics in a large acute Teaching hospital. He has spent the last twenty years in a variety of different roles within the acute care setting. These have ranged from research and audit roles to the operational management of administration services. Balbir has spent the last few years within informatics leading a number of technology-enabled change programmes.

Gary Bishop is the Founder and Managing Director of Justlife, a Charity and Social Enterprise, which supports vulnerable people who are homeless and live in temporary accommodation. Gary and his wife Hannah started Justlife in Manchester when a friend of theirs was placed in Bed and Breakfast accommodation after leaving prison and died shortly after. Justlife now provides health and social care services to hundreds of people every week who find themselves living in similar circumstances in Manchester. Recently returning to his home town of Brighton, Gary has helped Justlife to launch a support programme for homeless people who are leaving hospital. He hopes to develop more integrated health and social care services to those who are often forgotten. Gary previously worked for The Salvation Army and has provided coaching, training and consultancy to a wide range of leaders and organisations across the sectors. He has three young children, is a novice marathon runner, and a keen supporter of Manchester City.

Carlton Brand has worked in local government since 2004 and joined Wiltshire Council in 2007. As Corporate Director, he led the transition to the new unitary Council merging four district councils with the county based on a radical idea of localism through community area working. As part of the on-going transformation programme, he led the introduction of systems thinking (lean) from his manufacturing background to transform service performance for customers and communities whilst radically reducing costs. He has developed a new organisation model for the council, which is based on hubs and campuses, working with partners such as the police and health around the community areas. Carlton is passionate about developing future leaders and has led the development of a coaching and mentoring programme across the council in order to develop leaders and enable managers to share their skills and experience. He is an accredited executive coach and leadership mentor and a Chartered Manager and Fellow of the Chartered Management Institute. For the first twenty years of his career, Carlton worked for Ford Motor Company: first as a design engineer in product development and latterly as a senior manager leading large teams of engineers on the concept, design, development and launch into manufacturing of major new model programmes such as the Ford Focus. He worked widely across Europe, the United States and Japan in many Ford and supplier engineering and manufacturing facilities. Carlton runs his own executive coaching practice, www.leadershipmentor.co.uk. He holds doctoral and masters degrees in Engineering and Management and a Bachelors degree in Business Studies. His biography appears in Whos Who.

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