Public Leadership, Organisation Development and Action Learning
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Unprecedented investment is being made in leadership development across the public sector: leadership courses are growing, and development is a core theme of organizational capacity building initiatives. Within this, action learning has attracted increasing interest as an approach that can simultaneously address individual and organizational development.An impressive and scholarly collection, this book collates important examples and considers the evidence for action learning’s effectiveness. An important read for postgraduate students and researchers of human resources, training and development, this important book draws important insights to raise new questions concerning the role of the facilitator, the value of a ‘bilingual’ ability with public service issues and facilitation, comparisons with coaching and mentoring, and implications for employing action learning in a politicized or hierarchical environment and on a consultancy basis.
List of illustrations ixAcknowledgements xNotes on contributors xiDeveloping public service leadership - the context for action learning Clare Rigg 1Context 13New public policy paradigm - new leadership Sue Richards 15Optimizing the power of learning within action learning Michael Marquardt Deborah Waddill 26Understanding the organizational potential of action learning Clare Rigg 41Practice - developing leaders 53Local authority chief executive action learning sets Michael Lyons Clare Rigg 55Learning and leading: action learning for chief probation officers Sue Richards 66The design and evaluation of a leadership programme for experienced chief executives from the health sector Frank Blackler Andy Kennedy 79Practice - developing organizations 101Levels of action learning, and holding groups to the experience Carol Yapp 103Developing ourselves as police leaders: how can we inquire collaboratively in a hierarchical organization? Geoff Mead 117Supporting organizational turnaround in local authorities Pam Fox Clare Rigg Martin Willis 131Practice - networks and partnerships: developing the public policy system 143Developing public service leaders through action inquiry Geoff Mead 145Partnership action learning Martin Willis 164Action learning in inter-organizational sets David Coghlan Paul Coughlan 181Conclusion 193Action learning in the public service system: issues, tensions and a future agenda Clare Rigg 195References 207Index 219
