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Editorial

Editorial Mark Davison Steve Onyett Co-editors Before jumping into this issue we would like of problems. Hardacre and colleagues describe to offer our thanks to Peter Gilbert and Bill emerging evidence from an exploratory study Fulford, the guest editors for volume 6 issue attempting to gain a better understanding of 2, who did a fantastic job in pulling together how leadership practice in the NHS in the UK a cohesive and stimulating collection of is connected to service improvement. It finds articles and writing based around the theme of that NHS leaders involved in the study rely spirituality, leadership and values. heavily on fostering a collective and inclusive The big ‘leadership’ story of the last few approach to improvement rather than an ego- months has been watching the perception centric, individualistic style. of ‘leadership’ in the BP oil saga. US Parkes and colleagues continue our look senators were clearly exasperated about at the importance of spiritual dimensions Tony Haywood’s leadership approach, which to individual leadership and conclude that implied dispersed responsibility without overall many leaders and managers are increasingly accountability. They concluded that by giving recognising this value and seeking to address decision-making responsibilities to others its inclusion in their organisations. within his organisation he was unwilling to Toby Williamson takes a wide look at be held responsible for overall performance. the continuing challenges resulting from the It is an example of the leadership tensions for personalisation agenda in his viewpoint. He individuals in the balance of ceding control. asks questions about the determination of President Obama was also widely criticised society versus individualism and what this for his perceived failure to act quickly and means for personal decision-making and self- be decisive – to show leadership to dispel a determined leadership. growing sense of anger that quickly became Continuing our look at the best ‘nationalistic’. On reflection maybe this was developments in leadership development shrewd leadership; he allowed the resentment and training, Daphne Statham and Jennifer to grow and then established a clear line Bernard explain why the National Skills between the villains of the piece (BP and Academy for Social Care established the by implication ‘the British’) and his own first national social care management trainee administration and infrastructure. Ultimately, scheme for newly qualified graduates and it has allowed the American people to feel able what they have learnt from this approach to to follow his lead; everyone wants to back the leadership training. In our IIMHL article, ‘good guys’. Helen Lockett from the Centre for Mental In this edition many of our contributors Health discusses the role of leadership in touch upon organisational and personal the management of mental health in the leadership dilemmas, in particular the workplace, drawing on work from Australia. understanding and development of the She suggests how leaders should grasp the innovative and the crucial learning to challenge that faces one in six people at implementing change. So, talking of ‘wicked’ any one time, arguing that promotion and problems, Juliette Alban-Metcalfe and Beverly rehabilitation is not enough and that the best Alimo-Metcalfe write for us again, proposing leadership involves consistent support. Anna an integrative leadership and partnership Bianchi’s viewpoint piece delves into a personal working concept to confront different types journey of decision-making and motivation. 10.5042/ijlps.2010.0511 2 The International Journal of Leadership in Public Services • Volume 6 Issue 3 • September 2010 © Pier Professional Ltd http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The International Journal of Leadership in Public Services Emerald Publishing

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1747-9886
DOI
10.5042/ijlps.2010.0511
Publisher site
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Abstract

Mark Davison Steve Onyett Co-editors Before jumping into this issue we would like of problems. Hardacre and colleagues describe to offer our thanks to Peter Gilbert and Bill emerging evidence from an exploratory study Fulford, the guest editors for volume 6 issue attempting to gain a better understanding of 2, who did a fantastic job in pulling together how leadership practice in the NHS in the UK a cohesive and stimulating collection of is connected to service improvement. It finds articles and writing based around the theme of that NHS leaders involved in the study rely spirituality, leadership and values. heavily on fostering a collective and inclusive The big ‘leadership’ story of the last few approach to improvement rather than an ego- months has been watching the perception centric, individualistic style. of ‘leadership’ in the BP oil saga. US Parkes and colleagues continue our look senators were clearly exasperated about at the importance of spiritual dimensions Tony Haywood’s leadership approach, which to individual leadership and conclude that implied dispersed responsibility without overall many leaders and managers are increasingly accountability. They concluded that by giving recognising this value and seeking to address decision-making responsibilities to others its inclusion in their organisations. within his organisation he was unwilling to Toby Williamson takes a wide look at be held responsible for overall performance. the continuing challenges resulting from the It is an example of the leadership tensions for personalisation agenda in his viewpoint. He individuals in the balance of ceding control. asks questions about the determination of President Obama was also widely criticised society versus individualism and what this for his perceived failure to act quickly and means for personal decision-making and self- be decisive – to show leadership to dispel a determined leadership. growing sense of anger that quickly became Continuing our look at the best ‘nationalistic’. On reflection maybe this was developments in leadership development shrewd leadership; he allowed the resentment and training, Daphne Statham and Jennifer to grow and then established a clear line Bernard explain why the National Skills between the villains of the piece (BP and Academy for Social Care established the by implication ‘the British’) and his own first national social care management trainee administration and infrastructure. Ultimately, scheme for newly qualified graduates and it has allowed the American people to feel able what they have learnt from this approach to to follow his lead; everyone wants to back the leadership training. In our IIMHL article, ‘good guys’. Helen Lockett from the Centre for Mental In this edition many of our contributors Health discusses the role of leadership in touch upon organisational and personal the management of mental health in the leadership dilemmas, in particular the workplace, drawing on work from Australia. understanding and development of the She suggests how leaders should grasp the innovative and the crucial learning to challenge that faces one in six people at implementing change. So, talking of ‘wicked’ any one time, arguing that promotion and problems, Juliette Alban-Metcalfe and Beverly rehabilitation is not enough and that the best Alimo-Metcalfe write for us again, proposing leadership involves consistent support. Anna an integrative leadership and partnership Bianchi’s viewpoint piece delves into a personal working concept to confront different types journey of decision-making and motivation. 10.5042/ijlps.2010.0511 2 The International Journal of Leadership in Public Services • Volume 6 Issue 3 • September 2010 © Pier Professional Ltd

Journal

The International Journal of Leadership in Public ServicesEmerald Publishing

Published: Sep 13, 2010

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