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editorial

editorial Max Bygraves more than once said, ‘I wanna tell you a story’. Peter Bates and Peter Gilbert tell us about stories and their relevance for our understanding of leadership in public services. Storytelling (as the two Peters point out) as part of a leadership narrative is nothing new, but it is fundamental to much that is linked with effective leadership in policy and practice. The authors assert that storytelling is not simply another means of exercising power over people’s actions or perceptions. They acknowledge that such misuses can and do occur, but emphasise the importance of authenticity and integrity in demonstrating the accuracy and credibility of the particular organisational narrative. Humble leaders listen. The Pink paper which follows is pithily captured in the abstract, ‘The author explains leadership… suggesting that humans copying the behaviours of others is how we learn and progress’. This creatively crafted piece is illustrated with practice examples and makes for a fascinating read. Our next paper has as its focus public involvement in the organisation and delivery of public services. The formation of ‘Patient Advice and Liaison Services’ (PALS) is given as one example of some of the structures which have developed to enable 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 © 2008 by Pier Professional Limited
ISSN
1747-9886
eISSN
2042-8642
Publisher site
See Article on Publisher Site

Abstract

Max Bygraves more than once said, ‘I wanna tell you a story’. Peter Bates and Peter Gilbert tell us about stories and their relevance for our understanding of leadership in public services. Storytelling (as the two Peters point out) as part of a leadership narrative is nothing new, but it is fundamental to much that is linked with effective leadership in policy and practice. The authors assert that storytelling is not simply another means of exercising power over people’s actions or perceptions. They acknowledge that such misuses can and do occur, but emphasise the importance of authenticity and integrity in demonstrating the accuracy and credibility of the particular organisational narrative. Humble leaders listen. The Pink paper which follows is pithily captured in the abstract, ‘The author explains leadership… suggesting that humans copying the behaviours of others is how we learn and progress’. This creatively crafted piece is illustrated with practice examples and makes for a fascinating read. Our next paper has as its focus public involvement in the organisation and delivery of public services. The formation of ‘Patient Advice and Liaison Services’ (PALS) is given as one example of some of the structures which have developed to enable

Journal

The International Journal of Leadership in Public ServicesPier Professional

Published: Aug 1, 2008

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