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editorial

editorial he leadership field is booming. Large public sector organisations are awash with Perhaps one of the most satisfying aspects of being involved in the development of a comparatively new and, importantly, developing journal is the speed with which contributors, readers and subscribers have broadened in terms of the sectors and increasingly rich blend of perspectives captured. These all have a common aim of increasing leadership capacity and a passion to improve the impact of effective leadership. The material in this issue adds to and builds upon that covered in previous issues of the Journal. This issue begins with a stimulating paper by Edward Peck and colleagues, calling into question the primacy of what has become called ‘transformational leadership’ as a way to lead in periods of significant change. This is refreshing because much of the gushing about leadership development training initiatives set against drives for increased efficiency, effectiveness and public accountability. There are perhaps as many ideas about what effective leadership involves as there are potential leaders! Amid the flurry of activities associated with the varying fashions of leadership there appears to be a broad consensus that clear leadership is needed. The British Journal of Leadership in Public 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 © 2006 by Pier Professional Limited
ISSN
1747-9886
eISSN
2042-8642
Publisher site
See Article on Publisher Site

Abstract

he leadership field is booming. Large public sector organisations are awash with Perhaps one of the most satisfying aspects of being involved in the development of a comparatively new and, importantly, developing journal is the speed with which contributors, readers and subscribers have broadened in terms of the sectors and increasingly rich blend of perspectives captured. These all have a common aim of increasing leadership capacity and a passion to improve the impact of effective leadership. The material in this issue adds to and builds upon that covered in previous issues of the Journal. This issue begins with a stimulating paper by Edward Peck and colleagues, calling into question the primacy of what has become called ‘transformational leadership’ as a way to lead in periods of significant change. This is refreshing because much of the gushing about leadership development training initiatives set against drives for increased efficiency, effectiveness and public accountability. There are perhaps as many ideas about what effective leadership involves as there are potential leaders! Amid the flurry of activities associated with the varying fashions of leadership there appears to be a broad consensus that clear leadership is needed. The British Journal of Leadership in Public

Journal

The International Journal of Leadership in Public ServicesPier Professional

Published: Sep 1, 2006

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