Kakabadse A, Kakabadse NBrings a practical edge to leadership theory. 

By Sylvia Horton and David FarnhamThis wide-ranging text analyses the key developments and changes in the management of the major public services in Britain during the 1990s. Designed as a successor to the editors’ highly successful Managing the New Public Services, the book places public management and, in particular, the ‘Third Way’ as adopted by New Labour, in its economic, political and historical context, including the impact of globalization and European
integration. 

Joint Review of Social ServicesThe review highlights key messages for councils which reviewers believe should be adopted if the improvement in social services is to continue. It urges building on existing partnerships to increase the amount of joint working and developing robust activity data to help in a better understanding of performance as well as to better manage workloads. The review revealed a weakness across councils in moving from planning to implementation. 

By David Knights and Hugh WilmottThe book contains 9 papers that usefully review the management significance of the practice and trend of ‘re-engineering’. It is a particularly valuable read for all those thinking about embarking on re-engineering programmes, especially as the success rate for such programmes appears to be about 30%.
Published by Sage 2000. 196 pp. Price 45 pounds (hard) 15.99 pounds (soft)

Buchanan D, Badham RTargets the practising manager and the internal change agent. Explores the broad nature of power and politics in organisations, and presents a useful framework for the change agent who has to maintain credibility as an effective driver of change and as an astute political player. Explores the contemporary model of risk takers. 

By David Farnham and Sylvia HortonThe introduction of new public management first in the UK and subsequently in most other European member states has been the subject of a great deal of interest within the last decade. However, the impact of this on personnel policies and practices has been less well documented, although they have had far reaching effects. 

Blanchard K, Carlos J P, Randolph ALooks closely at the three keys to empowerment - sharing information, creating autonomy through boundaries and replacing hierarchy with teams. Employs an easily accessible question and answer format. Outlines the promises and challenges of each step, and provides thought-provoking questions, clear advice and activities that will help the reader create an empowerment culture.
Publisher: Berrett-Koehler ISBN: 1576750604. Spring 2000. Price: 20 US dollars

A report published this week by the Local Government Management Network on local democracy in the US makes compelling reading for both council officers and politicians in the UK. It points to the high levels of citizen engagement in local government in the States as one way ahead. It raises some challenging issues for local government here. Little evidence was found in the USA to support the use of electoral turnout as a measure of public interest in councils. 

Jackson TStresses the importance of taking account of individual perspectives, but looks at career development mainly from an organization’s viewpoint. Seeks to help employers to recognize and deal with the future shape and context of careers. Outlines a number of development interventions - including coaching, mentoring and networking - and gives guidance on their practical implementation.
Published by IPD ISBN: 0852928513. Price: 9 pounds 99p

By R A W RhodesThe author provides a personal interpretation of the key findings of the Economic and Social Research Council’s Whitehall Programme. It tells the distinctive story of ‘governance’ - of fragmentation, networks, unintended consequences and diplomacy - challenging the dominant, managerial account of change in British government since 1979.