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Editorial

Editorial Mark Davison Steve Onyett Co-editors Welcome to this edition of The International Journal of Leadership in Public Services (IJLPS). This is the first edition edited by a new co-editorial team of Steve Onyett and Mark Davison. We are delighted to have this opportunity to join you in this developing conversation about leadership in the public sector. We both have a long history of delivering and leading public services, and have a keen sense of the social importance and sense of privilege that such work bestows. Our different perspectives combine academic, clinical, theoretical and practical experience with downright nosiness about what works. We want The International Journal of Leadership in Public Services to continue doing what it does best – to reflect the contemporary nature and pace of change in public sector leadership. This is not to say we cannot and should not learn from the past, but acknowledges the new complexities and shape of public sector delivery and the demands it puts on us as leaders. As one of our readers, we know you share our ambition for improved and sustained outcomes for the recipients of public services. Without this, our conversation about leadership goes nowhere. Leadership amounts 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 © 2009 by Pier Professional Limited
ISSN
1747-9886
eISSN
2042-8642
Publisher site
See Article on Publisher Site

Abstract

Mark Davison Steve Onyett Co-editors Welcome to this edition of The International Journal of Leadership in Public Services (IJLPS). This is the first edition edited by a new co-editorial team of Steve Onyett and Mark Davison. We are delighted to have this opportunity to join you in this developing conversation about leadership in the public sector. We both have a long history of delivering and leading public services, and have a keen sense of the social importance and sense of privilege that such work bestows. Our different perspectives combine academic, clinical, theoretical and practical experience with downright nosiness about what works. We want The International Journal of Leadership in Public Services to continue doing what it does best – to reflect the contemporary nature and pace of change in public sector leadership. This is not to say we cannot and should not learn from the past, but acknowledges the new complexities and shape of public sector delivery and the demands it puts on us as leaders. As one of our readers, we know you share our ambition for improved and sustained outcomes for the recipients of public services. Without this, our conversation about leadership goes nowhere. Leadership amounts

Journal

The International Journal of Leadership in Public ServicesPier Professional

Published: Mar 1, 2009

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