Leadership for the Common Good: Tackling Public Problems in a Shared-Power World, 2nd Edition
January 2005, Jossey-Bass
Part One: Understanding Leadership in Shared-Power Settings.
1 When No One Is in Charge: The Meaning of Shared Power.
2 Leadership Tasks in a Shared-Power World: Leadership in Context, and Personal Leadership.
3 Leadership Tasks in a Shared-Power World: Team and Organizational Leadership.
4 Leadership Tasks in a Shared-Power World: Visionary, Political, and Ethical Leadership.
5 Policy Entrepreneurship and the Common Good.
Part Two: The Process of Policy Entrepreneurship.
6 Forging an Initial Agreement to Act.
7 Developing an Effective Problem Definition to Guide Action.
8 Searching for Solutions in Forums.
9 Developing a Proposal That Can Win in Arenas.
10 Adopting Policy Proposals.
11 Implementing and Evaluating New Policies, Programs, and Plans.
12 Reassessing Policies and Programs.
Summary and Conclusion.
Resource A: Conflict Management.
Resource B: A Guide to Oval Mapping.
Resource C: Seven Zones.
Resource D: Forums, Arenas, and Courts.
Resource E: Future Search.
Resource F: Initial Policy Retreats.
BARBARA C. CROSBY is an associate professor at the Hubert H. Humphrey Institute of Public Affairs, University Minnesota, Minneapolis. She conducts workshops on, and has written extensively about, leadership and public policy, women in leadership, and strategic planning. A frequent speaker at conferences and workshops, she has conducted training for senior managers of nonprofit, business, and government organizations in the U.S., United Kingdom, Poland, and Ukraine.
JOHN M. BRYSON is a professor of planning and public affairs and associate dean for research and centers at the Hubert H. Humphrey Institute of Public Affairs, University of Minnesota, Minneapolis. He consults widely on leadership and strategic planning with public, nonprofit, and for-profit organizations in the United States and abroad. He is the author of Strategic Planning for Public and Nonprofit Organizations andCreating and Implementing Your Strategic Plan (with Farnum K. Alston), both from Jossey-Bass.
--Harlan Cleveland, author, Nobody in Charge: Essays on the Future of Leadership, and president emeritus, the World Academy of Arts and Sciences
"This important book provides strategies for converting public
ideas into necessary public action. It will help leaders in every
arena to renew our collective commitment to the common good, one of
our most urgent responsibilities to the future."
--Robert H. Bruininks, president, University of Minnesota
"With this book Barbara Crosby and John Bryson again set the
standard for modern considerations of public leadership. They have
it exactly right in their claim that the best of contemporary
leadership involves getting things done by sharing power."
--H. George Frederickson, Edwin O. Stene Distinguished Professor of Public Administration, University of Kansas, and author, The Spirit of Public Administration
"Crosby and Bryson describe why we live in a ‘no one in
charge’ world and how we can effectively lead in it. And this
is not just any kind of leadership, but collaborative leadership to
make sure we get to the twenty-second century whole and
--Barbara J. Nelson, dean, UCLA School of Public Affairs
"Barbara Crosby and John Bryson show how, where, when, and why
to bring diverse groups together to rethink and re-envision what is
possible in order to advance the common good. We can have a
--Gary L. Cunningham, director, African American Men’s Project; director, Primary Care for Hennepin County; and CEO, North Point Health and Wellness Center
"Crosby and Bryson provide the practical examples that show how the principles involved in leading for the common good can be applied to real-world problems where shared leadership within and across organizations is a critical determinant of effective social change.",br> --Michael D. Mumford, professor of psychology, University of Oklahoma, and editor, The Leadership Quarterly
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