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Action Learning, Leadership and Organizational Development in Public Services

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Action Inquiry Groups
Action Learning
Action Learning Process
Action Learning Set
authority
Category=KC
Category=KJM
Category=KJMV2
Category=KJVN
chief
Chief Probation Officers
coaching versus mentoring
CPA
English National Health Service
eq_bestseller
eq_business-finance-law
eq_isMigrated=1
eq_isMigrated=2
eq_nobargain
eq_non-fiction
executive training methods
executives
Face To Face
facilitation in group learning
Feedback
Geoff Mead
human resources development
Leadership Development
Learning Coach
Learning Set
local
Local Authority Chief Executive
Mead
Mead's Chapter
Mead’s Chapter
officers
organisational change theory
Organization Turnaround
Personas
Police Service
policy
postgraduate leadership research
probation
Public Policy System
public sector management
Public Service Leaders
Public Service System
Secretary Of State
set
Set Members
sets
system
Vice Versa

Product details

  • ISBN 9780415372701
  • Weight: 520g
  • Dimensions: 156 x 234mm
  • Publication Date: 07 Sep 2006
  • Publisher: Taylor & Francis Ltd
  • Publication City/Country: GB
  • Product Form: Hardback
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Description

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.
About
Clare Rigg is Senior Lecturer in the School of Business and Social Studies at the Institute of Technology, Tralee, Ireland. She previously worked at the University of Birmingham’s School of Public Policy and has used action learning and action research on a variety of organization development, leadership and management development programmes. Sue Richards is Director of the Centre for Strategic Leadership at the National School of Government, London. She has performed a number of advisory and governance roles in relation to public service, having been a special advisor to various parliamentary select committees, an Audit Commissioner and a member of the Advisory Board of the Office of Public Services Reform.