Cover -- Public and Third Sector Leadership:Experience Speaks -- Copyright page -- List of Figures -- List of Tables -- About the Authors -- About the Contributors -- Acknowledgements -- Foreword -- Preface -- References -- Chapter 1 Introduction -- Chapter 1 Introduction -- 1.1 Overview -- 1.2 Importance of Leadership -- 1.2.1 So, Why Is Leadership Important in the Public and Third Sectors? -- 1.3 Why the Need for Another Book on Leadership? -- 1.3.1 So Why the Need for Another Book on Leadership? -- 1.4 Audience -- 1.5 Aim of This Book -- 1.6 Unique Aspects -- 1.7 Format -- References -- Chapter 2 Current Approaches to Leadership -- Chapter 2 Current Approaches to Leadership -- 2.1 Introduction -- 2.2 What Are Leadership Approaches? -- 2.3 Leadership Philosophies from 2000 -- 2.4 Inside Each Philosophy -- 2.4.1 Adaptive -- 2.4.1.1 Working definition -- 2.4.1.2 Key author -- 2.4.1.3 Theory -- Technical and adaptive problems -- Leadership and authority -- 2.4.1.4 Practice -- Technical and adaptive problems -- Leadership and authority -- 2.4.2 Authentic -- 2.4.2.1 Working definition -- 2.4.2.2 Key author(s) -- 2.4.2.3 Theory -- 2.4.2.4 Practice -- 2.4.3 Distributed10 -- 2.4.3.1 Working definition -- 2.4.3.2 Key author(s) -- 2.4.3.3 Theory -- 2.4.3.4 Practice -- 2.4.4 Ethical -- 2.4.4.1 Working definition -- 2.4.4.2 Key author(s) -- 2.4.4.3 Theory -- 2.4.4.4 Practice -- 2.4.5 Servant -- 2.4.5.1 Working definition -- 2.4.5.2 Key author -- 2.4.5.3 Theory -- 2.4.5.4 Practice -- 2.4.6 Shared -- 2.4.6.1 Working definition -- 2.4.6.2 Key author(s) -- 2.4.6.3 Theory -- 2.4.6.4 Practice -- References -- Chapter 3 The Public Sector -- Chapter 3 The Public Sector -- 3.1 Introduction -- 3.2 Sector, Service or Good? -- 3.2.1 Public Sector -- 3.2.2 Public Service -- 3.2.3 Public Good -- 3.3 Challenges Ahead -- 3.3.1 NPM: A Brief History.

3.4 Leadership Thinking within This Sector -- 3.4.1 State of Play -- 3.4.2 Classification -- 3.4.3 Theory -- 3.4.4 Looking Ahead -- 3.5 The Reflections -- 3.5.1 National Health Service -- 3.5.2 The Scottish Parliament -- 3.5.3 British Armed Forces -- 3.5.4 The Police Service -- 3.5.5 The Fire Service -- 3.5.6 Local Authority -- 3.5.6.1 Case 1 - UK Green Investment Bank -- 3.5.6.2 Case 2 - The Edinburgh Guarantee -- 3.5.7 Government: Education -- 3.5.8 Government: Non-Departmental Public Body -- 3.5.9 The Forestry Commission -- 3.6 Analysis and Conclusions -- 3.6.1 Content Analysis -- 3.6.1.1 Experience -- 3.6.1.2 Perceptions -- Ideal state -- What it looks like -- Good and bad -- Can be confusing -- 3.6.1.3 Means -- Levels of analysis -- Personal qualities -- Philosophies -- Self-awareness, insight and soft skills -- Not command and control and management -- 3.6.1.4 Challenges -- Political -- Economic -- Socio-cultural -- Technological -- 3.6.1.5 Sector -- 3.6.2 Totality -- References -- Chapter 4 The Third Sector -- Chapter 4 The Third Sector -- 4.1 Introduction -- 4.2 Defining the Sector -- 4.3 Context -- 4.4 Changes -- 4.5 Leadership in the Third Sector -- 4.6 Leadership Theory -- 4.7 Leadership Development -- 4.8 The Reflections -- 4.8.1 Voluntary -- 4.8.2 Community -- 4.8.3 Charity -- 4.8.4 Mutual and Cooperative -- 4.8.5 Social Enterprise -- 4.9 Key Themes from the Reflections -- 4.9.1 Experience -- 4.9.2 Perceptions -- 4.9.3 What Leadership Means -- Leadership is different from management -- Leadership is an approach -- Leadership is about personal qualities -- 4.9.4 Challenges -- Global -- Political -- Economic -- Social -- Reputation building -- 4.9.5 Sector -- Defining the role of the sector -- Increasing collaboration -- Creating a sustainable business model -- Delivering innovation and change -- 4.10 The Crisis of Leadership.

4.11 Tri-Sector Leadership -- 4.12 Summary -- References -- Chapter 5 Conclusion -- Chapter 5 Conclusion -- 5.1 Summary of Current Leadership Thinking -- 5.2 Public Sector Summary -- 5.3 Third Sector Summary -- 5.4 Public versus Third -- 5.4.1 Similarities -- 5.4.2 Differences -- 5.4.3 Challenges Across the Sectors -- 5.5 Leadership across the Sectors -- 5.6 Limitations -- 5.7 Future Research -- 5.8 Endnote -- References -- Epilogue.