Case Studies and Resources
Here you can read about case studies and link to other resources.
2. Resources
2.3. Management, Leadership and New Skills resources
Crosby, B. and Bryson, J. 2005. Leadership for the Common Good: Tackling Public Problems in a Shared-Power World San Francisco, CA: Jossey Bass.
Silva, C. and McGuire, M. 2010. Leading Public Sector Networks: An Empirical Examination of Integrative Leadership Behaviour The Leadership Quarterly 21 (2): 264-277
Page, S. 2009. Managing for Results Across Agencies: Building Collaborative Capacity in Human Servcies, In Big Ideas in Collaborative management Bingham & O'Leary (eds) 138-161 Armonk, NY: M.E. Sharpe
Keast, R. and Mandell, M. 2014. A Composite Theory of Leadership and Management : Process Catalyst and Strategic Leveraging – theory of deliberate action in Collaborative Networks (33-50) in R. Keast, M. Mandell & R. Agranoff (eds) Network Theory in the Public Sector: Building New Theoretical Frameworks Routledge, New York:
Mandell, MP & Keast, RL 2008, evaluating the effectiveness of interorganizational relations through networks: developing a framework for revised performance measures', Public Management Review 10 (6): 715-731.
Vangen, S. and Huxham, C. 2003. Enacting Leadership for Collaborative Advantage: Dilemmas of Ideology and Pragmatism in the Activities of Partnership British Journal of Management, 14: 61–S76 (2003)
Keast, RL & Mandell, M 2014, The collaborative push: moving beyond rhetoric and gaining evidence', Journal of Management & Governance, 18 (1) 9-28
Agranoff, R. 2003. Collaborative Public Management: New Strategies for Local Government Washington DC. Georgetown University Press.