Description
Newell et al. bring together 13 chapters on the importance of trust in building relationships in government, focusing on the central role played by career civil service leaders. They emphasize the federal government, but their ideas can be applied at the state and local levels. They focus on the practice of building trust and discuss values-based leadership; how to develop trust within organizations, such as through effective coaching and teams; and outside the organization with others, citizens, and nations. Chapter authors work in management, organizational development and human resources, government, economics, political science, and other fields at universities and organizations in the US. Newell, who currently directs his own firm, previously worked at the US Department of Education. Reeher (political science, Syracuse U.) and Ronayne are both associated with the Federal Executive Institute. Annotation ©2008 Book News, Inc., Portland, OR (booknews.com)
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Government reform efforts usually focus on macro-level change heralded by new policies, programs, structures, and systems. Yet they tend to ignore that these reforms do not succeed without people. Public managers who form healthy working relationships built on trust are the micro-level change levers—the necessary pre-condition to improving government.Buttressed by their real-world experience on the frontlines of a range of cases, the authors demonstrate the importance of values-based leadership. Chapters then focus on tools; the concrete ways in which leaders can improve themselves, their organizations, those they coach; and the teams they establish to build effective relationships and the trust essential to success. Surveying agencies both horizontally and vertically, The Trusted Leader also addresses how public managers can collaborate with political appointees and the legislative branch, all the while engaging with citizens through modern technologies to build exceptional customer experiences.
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