When it was first published in 1992, the first edition of Leadership for the Common Good presented a revolutionary approach to community and organizational leadership in a shared-power world. Now, in this completely revised and updated edition, Barbara Crosby and John Bryson expand on their proven leadership model and offer new insights and guidance to leaders. This second edition is a practical resource for a new generation of leaders and aspiring leaders and includes success stories, challenges, and real-world experience.
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Preface.
Acknowledgments.
The Authors.
Part One: Understanding Leadership in Shared-Power Settings.
1 When No One Is in Charge: The Meaning of Shared Power.
2 Leadership Tasks in a Shared-Power World: Leadership in Context, and Personal Leadership.
3 Leadership Tasks in a Shared-Power World: Team and Organizational Leadership.
4 Leadership Tasks in a Shared-Power World: Visionary, Political, and Ethical Leadership.
5 Policy Entrepreneurship and the Common Good.
Part Two: The Process of Policy Entrepreneurship.
6 Forging an Initial Agreement to Act.
7 Developing an Effective Problem Definition to Guide Action.
8 Searching for Solutions in Forums.
9 Developing a Proposal That Can Win in Arenas.
10 Adopting Policy Proposals.
11 Implementing and Evaluating New Policies, Programs, and Plans.
12 Reassessing Policies and Programs.
Summary and Conclusion.
References.
Resource A: Conflict Management.
Resource B: A Guide to Oval Mapping.
Resource C: Seven Zones.
Resource D: Forums, Arenas, and Courts.
Resource E: Future Search.
Resource F: Initial Policy Retreats.
Name Index.
Subject Index.
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The Authors
BARBARA C. CROSBY is an associate professor at the Hubert H. Humphrey Institute of Public Affairs, University Minnesota, Minneapolis. She conducts workshops on, and has written extensively about, leadership and public policy, women in leadership, and strategic planning. A frequent speaker at conferences and workshops, she has conducted training for senior managers of nonprofit, business, and government organizations in the U.S., United Kingdom, Poland, and Ukraine.
JOHN M. BRYSON is a professor of planning and public affairs and associate dean for research and centers at the Hubert H. Humphrey Institute of Public Affairs, University of Minnesota, Minneapolis. He consults widely on leadership and strategic planning with public, nonprofit, and for-profit organizations in the United States and abroad. He is the author of Strategic Planning for Public and Nonprofit Organizations and Creating and Implementing Your Strategic Plan (with Farnum K. Alston), both from Jossey-Bass.
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