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New development: Adapting university education for changing expectations of public services leaders and managers—guidance for designing and delivering MPAs
2 references·3 citing·24 second hop
New development: Adapting university education for changing expectations of public services leaders and managers—guidance for designing and delivering MPAs (2010)New development: Adapting university educ…New public management: its impact on public servant's identity (2006)New public management: its im…New public management reform and the construction of organizational identities (2004)New public management reform …Responding to Challenge: Comparing Nonprofit Programmes and Pedagogy at Universities in the United Kingdom, Spain and the United States (2013)Responding to Challenge: Comp…Leaders of Character: The USAFA Approach to Ethics Education and Leadership Development (2011)Leaders of Character: The USA…Approaches to the postgraduate education of business coaches (2010)Approaches to the postgraduat…The Division of Labour in Society (1984)Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector (1995)Public Management Reform: A Comparative Analysis (2004)The translation of accrual accounting and budgeting and the reconfiguration of public sector accountants’ identities (2013)Why Performance Information Use Varies Among Public Managers: Testing Manager-Related Explanations (2014)Sense of community, sense of community responsibility, organizational commitment and identification, and public service motivation: a simultaneous test of affective states on employee well-being and engagement in a public service work context (2020)From transactional to transformational leadership: Learning to share the vision (1990)Authentic leadership development: Getting to the root of positive forms of leadership (2005)Upper Echelons Theory: An Update (2007)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)CONTINUITY AND CHANGE: THE ROLE OF THE HR FUNCTION IN THE MODERN PUBLIC SECTOR (2008)Talking the Talk or Walking the Walk? The Leadership of Planned and Emergent Change in a Public Organization (2013)Organizational change in an Australian university: Responses to a research assessment exercise (2017)Measuring progress in entrepreneurship education (1997)Managers, not MBA's: a hard look at the soft practice of managing and management development (2004)Boundary Spanners' Identification, Intergroup Contact, and Effective Intergroup Relations (2006)Seeing Clearly: Measuring Skill Sets That Address the “Blurred Boundaries” of Nonprofit Management Education (2015)Incorporating Critical Qualitative Inquiry in Nonprofit Management Education (2018)Transformative Dimensions of Adult Learning (1991)Development and validation of a measure of emotional intelligence (1998)Formative assessment and self‐regulated learning: a model and seven principles of good feedback practice (2006)Challenges of the coaching manager (2011)
this work references cited by second hop

References

  • 2004New public management reform and the construction of organizational identities107 cited
  • 2006New public management: its impact on public servant's identity89 cited

Cited by

  • 2010Approaches to the postgraduate education of business coaches17 cited
  • 2011Leaders of Character: The USAFA Approach to Ethics Education and Leadership Development13 cited
  • 2013Responding to Challenge: Comparing Nonprofit Programmes and Pedagogy at Universities in the United Kingdom, Spain and the United States13 cited

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