Leadership for the Common Good: Tackling Public Problems in a Shared-Power World

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Leadership for the Common Good explains how community leaders can inspire and mobilize others to undertake collective action for the common good.This book provides a new vision of leadership to help solve pressing public problems, offers concrete advice on how business leaders, community groups, and public officials can share power and resources to accomplish positive change. It outlines the process by which public policy is formed, adopted, and implemented.

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Leadership Tasks in a SharedPower World
The Policy Change

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About the author (1992)

John M. Bryson is a professor of planning and public affairs at the University of Minnesota in Minneapolis, MN (USA), and has held visiting appointments at the London Business School, University of Strathclyde, University of Oxford and Oxford Brookes University. His research, teaching and consulting interests focus on leadership, strategic management and the design of participation processes. He uses causal mapping in much of this work. Professor Bryson has published ten books and over 80 scholarly articles and book chapters. He consults widely in the US and UK.

Fran Ackermann is a professor of strategy and information systems at the University of Strathclyde in Glasgow (UK). She is interested in working with groups (public or private, multinationals, or small and medium-sized enterprises) on messy, complex, strategic problems and sees causal mapping as a fundamental aspect of this work. She has consulted widely both within the UK and in Europe, Australia and the USA. She is co-developer (with Colin Eden) of causal mapping software - both for individual use and for groups - and continues to explore means of supporting group working through IT. She has written extensively in the area, having published three books and over 70 scholarly articles.

Colin Eden is a professor of strategic management and management science at the University of Strathclyde. His major interests are in: (1) the processes of strategy making in senior management teams, and (2) the success and failure of large projects. He has consulted with the senior management teams of a wide range of public and private organizations in Europe and North America. In all of these activities he uses causal mapping as a partof the process. He is the author of seven books and over 150 scholarly articles in management science and strategic management.

Charles B. Finn is a management professor at the College of Saint Rose, Albany, New York (USA). He has held teaching and management positions at the University of Minnesota and State University of New York. He has worked as a consultant to private, public and non-profit organizations at local, state and federal levels within the USA and has taught and consulted internationally. He has two interests in mapping: (1) how large, diffuse systems can organize for everyday challenges and do the necessary strategic thinking to realize competitive advantages, and (2) how to use mapping to encourage personal and organizational learning and development.

Crosby is an associate professor at the Hubert H. Humphrey Institute of Public Affairs, University Minnesota, Minneapolis.

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