更新时间：2020-04-24 12:14:38
封面
版权信息
ABOUT THE AUTHORS
Other
Foreword
Preface
Acknowledgments
PART I The Challenges for Leaders
CHAPTER ONE The Change Imperative
WHAT IS “CHANGE IN THE PUBLIC INTEREST”?
EVOLVING MODES OF SERVICE DELIVERY
CHALLENGES TO ENSURING PUBLIC ACCOUNTABILITY
OTHER PRESSURES FOR CHANGE IN PUBLIC AND NONPROFIT ORGANIZATIONS
THE CHALLENGE FOR LEADERS
THE RESPONSIBILITIES OF TRANSFORMATIONAL STEWARDS
PRACTICAL TIPS FOR THE CHANGE LEADER
SUGGESTED READINGS ON THE CHANGE IMPERATIVE
CHAPTER TWO Transformational Stewardship in the Public Interest
TAXONOMIES AND THEORIES OF CHANGE LEADERSHIP
TRANSFORMATIONAL STEWARDSHIP: ATTRIBUTES OF CHANGE-CENTRIC LEADERS
EVIDENCE FROM THE CASE STUDIES
TRANSFORMATIONAL STEWARDSHIP: A BALANCING ACT
SUGGESTED READINGS ON TRANSFORMATIONAL STEWARDSHIP
CHAPTER THREE A Model for Leading Change Initiatives
CHANGE LEADERSHIP RESPONSIBILITIES
A MODEL FOR LEADING CHANGE IN THE PUBLIC INTEREST
TABLE 3.1: Complexity Checklist
TABLE 3.2: Stakeholder Checklist
TABLE 3.3: External Environment Checklist
TABLE 3.4: Organizational Leadership Checklist
TABLE 3.5: Organizational Culture Checklist
TABLE 3.6: Change Implementation Mechanisms Checklist
TABLE 3.7: Performance Measurement Checklist
RELATIONSHIPS AMONG RISK FACTORS
IMPLICATIONS FOR CHANGE LEADERS
GENERAL READINGS ON CHANGE IN THE PUBLIC INTEREST SUGGESTED READINGS ON LEADERSHIP
SUGGESTED READINGS ON LEADERSHIP
CHAPTER FOUR Case Studies of Transforming Public and Nonprofit Organizations
FAIRFAX COUNTY HUMAN SERVICES MANAGEMENT TRANSFORMATION
INTEGRATED DEEPWATER SYSTEM: THE COAST GUARD TRANSFORMATION STRATEGY
TRANSFORMING THE VETERANS HEALTH ADMINISTRATION
STRATEGIZING AND PLANNING FOR IMPLEMENTATION OF THE REAL ID ACT OF 2005
NEW LEADERSHIP AT N STREET VILLAGE
TRANSFORMATION OF HILLEL
LESSONS LEARNED FROM THE CASE STUDIES
SUGGESTED READINGS FOR CASE STUDIES
PART II Key Leadership Change Processes
CHAPTER FIVE Communicating and Collaborating with Stakeholders
THE SCOPE OF STAKEHOLDER INTERESTS
COLLABORATION
STAKEHOLDER ANALYSIS
FOSTERING COMMUNICATION AND COLLABORATION
DEVELOPING TRUST AMONG STAKEHOLDERS
ILLUSTRATIONS FROM THE CASE STUDIES
PROMOTING A SHARED VISION
SUGGESTED READINGS ON STAKEHOLDERS
CHAPTER SIX Creating a Change-Centric Culture
UNDERSTANDING ORGANIZATIONAL CULTURE
DEVELOPING STRATEGIES FOR CHANGING THE CULTURE
SUGGESTED READINGS ON ORGANIZATIONAL CULTURE
CHAPTER SEVEN Building Change Implementation Mechanisms
STRATEGIC PLANNING AND MANAGEMENT
CHANGE STRUCTURES
ORGANIZATIONAL LEARNING
SUGGESTED READINGS ON CHANGE IMPLEMENTATION MECHANISMS
CHAPTER EIGHT Measuring Change Performance
USING PERFORMANCE MEASUREMENT TO FACILITATE CHANGE EFFORTS
SUGGESTED READINGS ON PERFORMANCE MEASUREMENT
CHAPTER NINE Leadership in Emergency Management Networks
RESPONSE IN A MULTI-ORGANIZATIONAL ENVIRONMENT
NETWORKS AND ORGANIZATIONAL CHANGE
WHAT DOESN’T WORK
COMPLEX SOLUTIONS FOR COMPLEX PROBLEMS
SUGGESTED READINGS ON EMERGENCY MANAGEMENT NETWORKS
PART III A Vision for the Future
CHAPTER TEN Developing Transformational Stewards
LEADERSHIP DEVELOPMENT FOR TRANSFORMATIONAL STEWARDS
THE TRANSFORMATIONAL STEWARDSHIP DEVELOPMENT PATH
SUGGESTED READINGS ON DEVELOPING TRANSFORMATIONAL STEWARDS
CHAPTER ELEVEN Final Thoughts: An Invitation to Change
WHERE TO START?
EFFECTIVE STEWARDSHIP IN THE PUBLIC INTEREST
