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POLITICAL SOCIALIZATION IS ASSOCIATED WITH A POLITICS OF POWER, WHILE POLITICAL EDUCATION OCCURS THROUGH A POLITICS OF PARTICIPATION. POLITICAL SOCIALIZATION HAS COME TO DOMINATE BOTH OUR THINKING AND OUR PRACTICE IN THE AREA OF CIVIC EDUCATION.

The New Public Service: Serving, not Steering provides a framework for the many voices calling for the reaffirmation of democratic values, citizenship, and service in the public interest. It is organized around a set of seven core principles: (1) serve citizens, not customers; (2) seek the public interest; (3) value citizenship and public service above entrepreneurship; (4) think strategically, act democratically; (5) recognize that accountability isn't simple; (6) serve, rather than steer; and (7) value people, not just productivity. The New Public Service asks us to think carefully and criti.

As in earlier editions, the book is organized around a set of seven core principles: (1) serve citizens, not customers; (2) seek the public interest; (3) value citizenship and public service above entrepreneurship; (4) think strategically, act democratically; (5) recognize that accountability isn't simple; (6) serve, rather than steer; (7) value people, not just productivity. The book asks us to think carefully and critically about what public service is, why it is important, and what values ought to guide what we do and how we do it.

Exploring the Art of Leadership -- The Interplay of Space, Time, and Energy -- Understanding the Rhythms of Human Interaction -- Communicating in Images, Symbols, and Metaphors -- Improvising with Creativity and Spontaneity -- Leading from Within -- Learning the Art of Leadership.

Showing how successful leaders can master the artistic aspects of their work, this book guides readers to the ways that the leadership can be practiced and learned. It explores the art of leadership by examining the perspectives, training, and insights of artists, and also incorporates in-depth interviews with some of the world's premier artists.

AbstractThe New Public Service describes a set of norms and practices that emphasize democracy and citizenship as the basis for public administration theory and practice. This article revisits some of the core arguments of the New Public Service and examines how they have been practiced and studied over the past 15 years. The authors conclude that neither the principles of the New Public Service nor those of the New Public Management have become a dominant paradigm, but the New Public Service, and ideas and practices consistent with its ideals, have become increasingly evident in public administration scholarship and practice.

The New Public Management has championed a vision of public managers as the entrepreneurs of a new, leaner, and increasingly privatized government, emulating not only the practices but also the values of business. Proponents of the New Public Management have developed their arguments largely through contrasts with the old public administration. In this comparison, the New Public Management will, of course, always win. We argue here that the better contrast is with what we call the "New Public Service," a movement built on work in democratic citizenship, community and civil society, and organizational humanism and discourse theory. We suggest seven principles of the New Public Service, most notably that the primary role of the public servant is to help citizens articulate and meet their shared interests rather than to attempt to control or steer society.

Public administration is viewed here as facing a crisis of legitimacy which derives from (1) the field's association with societal tendencies toward regulation and control and (2) the failure ofpublic administration theory to adequately connect with adminis trative practice. In contrast, a critical approach to public administration is outlined, one which holds forth some promise of meaningful reflection and enlightened action in the public sector.