The Trusted Leader: Building the Relationships that Make Government WorkTerry Newell, Grant Reeher, Peter Ronayne SAGE Publications, 2008 - 349 pages Government reform efforts usually focus on macro-level change heralded by new policies, programs, structures, and systems. Yet they tend to ignore that these reforms do not succeed without people. Public managers who form healthy working relationships built on trust are the micro-level change levers—the necessary pre-condition to improving government. |
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... career and noncareer executives I worked with never failed to impress . In the best review of the evidence , po- litical scientists Joel D. Aberbach and Bert A. Rockman report that " evidence on behalf of a ' quiet crisis ' is itself ...
... career executives disputed my arguments that most political appointees do a good job , often adding comments to the effect that “ we don't mean you , Cynthia .... You're one of the good ones . " 30 Stereotypes do not explain everything ...
... career executives is the same one careerists have about them : a failure to communicate . Or , as one career senior executive told me in 1993 , " The trouble with the civil service during a transition is that we're just too civil . We ...
Table des matières
Selfawareness and leadership success | 49 |
Coaching A leadership imperative | 74 |
Government leaders cannot do it all alone They must develop the | 81 |
Droits d'auteur | |
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The Trusted Leader: Building the Relationships that Make Government Work Terry Newell,Grant Reeher,Peter Ronayne Aucun aperçu disponible - 2011 |