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Teaching Leadership provides guidance for leadership educators in a variety of organizational and community contexts and across academic disciplines. An experienced leadership educator, Crosby promotes an inclusive vision of leadership that recognizes the inherent leadership potential in everyone. Featuring interviews with 25 respected leadership educators, Teaching Leadership complicates and enriches the leader-follower dichotomy to advance a holistic and practice-oriented model of leadership education. Using the metaphor of `heart, head, and hands, ' Crosby shows how authentic leadership is an embodied practice based equally in emotional, intellectual, and experiential learning.

This study of leadership in transnational organizations focuses on Amnesty International and the International Women's Rights Action Watch. It covers issues such as group assessment, systems thinking, the democratic process, and more.

Imagine that citizens and public officials working together over the next decade are able to maximize the democratic potential of today's shared‐power, "no‐one‐in‐charge" world and achieve more sustainable modes of living together on Earth. The article focuses on the development of shared or collaborative approaches to leadership, ideas for developing integrative leadership practices that harness new (and old) communications and information technologies, and means of feeding knowledge back and forth between academia and practitioners in order to produce practical wisdom for solving complex public problems.

AbstractThis chapter discusses the distinction and intersections of leader and educator identities, and offers reflective exercises for exploring, developing, and deepening one's professional leadership educator identity.

AbstractCommunities need many leaders who understand people, groups, organizations, institutions, and communities, both as separate entities and as parts of complex interorganizational networks. Increasingly, effective leadership demands the ability to communicate vision to a diverse audience and knowledge of the vast array of venues in which decisions are made, conflicts are resolved, and action is initiated.

Creating Public Value in Practice: Advancing the Common Good in a Multi-Sector, Shared-Power, No-One-Wholly-in-Charge World brings together a stellar cast of thinkers to explore issues of public and cross-sector decision-making within a framework of democratic civic engagement. It offers an integrative approach to understanding and applying the concepts of creating public value, public values, and the public sphere. It presents a framework and language for opening a constructive conversation on what governments, businesses, nonprofits, and citizens can achieve in a democracy that honors a broad range of public values. Public officials, scholars, and citizens alike are engaged in an intense debate about the proper purpose, role, and size of government. In the midst of this debate is a growing concern that important public values are ignored by government reform efforts. This book explores the different definitions of public value and approaches to public value creation, discernment, measurement, and assessment. The text helps clarify the issues and demonstrates how the meaning of public value is intimately related to how it is theorized, operationalized, and measured. The book examines the many alternatives for recognizing, measuring, and assessing public value and addresses the pros and cons of each approach. The result is a contribution to the ongoing dialogue about the virtues and limitations of a focus on the public sphere, public values, and how to create public value in the context of developing and implementing policies, programs, projects, and plans that ideally boost confidence in public institutions.

AbstractThis study examines how a collaboration's internal and external factors interact over time and how the interactions affect the collaboration's process and effectiveness. Using a process‐oriented case study, we examine how a voluntary collaboration that had made marginal gains over several years demonstrated significant progress during the COVID‐19 pandemic and civil unrest following the murder of George Floyd on May 25, 2020. Drawing on strong structuration theory, we explore the collaboration's internal efforts, changes in the broader environment, and the interplay between them. Our findings reveal that collaboration's internal efforts and external environment enable and constrain each other, which shapes the collaboration's process and effectiveness. Based on these findings, we contribute to a more nuanced understanding of the collaboration process and effectiveness by (1) using a strong structurational approach to demonstrate processual mechanics of connecting processes and structures in collaboration, and (2) highlighting the emergent nature of collaboration and the importance of learning and adaptability for an effective and sustainable collaboration.