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Editorial

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

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Publisher
Pier Professional
Copyright
Copyright © 2010 by Pier Professional Limited
ISSN
1747-9886
eISSN
2042-8642
DOI
10.5042/ijlps.2010.0511
Publisher site
See Article on Publisher Site

Abstract

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

Published: Sep 1, 2010

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