104
Views
15
CrossRef citations to date
0
Altmetric
Articles

How Might Action Learning Be Used to Develop the Emotional Intelligence and Leadership Capacity of Public Administrators?

Pages 205-242 | Published online: 18 Apr 2018

References

  • Adams, Marilyn G. 2004. Change Your Questions, Change Your Life. San Francisco: Berrett-Koehler Publishers.
  • Argyris, Chris, and Donald Schön. 1978. Organizational Learning: A Theory of Action Perspective. Reading, Mass.: Addison Wesley.
  • Argyris, Chris, and Donald Schön. 1996. Organizational Learning II: Theory, Method and Practice. Reading, Mass.: Addison Wesley.
  • Ashkanansy, Neal M., Charmine Hartel, and Wilfred Zerbe. 2000. Emotions in the Workplace: Research, Theory and Practice. Westport: Quorum Books.
  • Barthelme, Donald. 1986. “Not-Knowing.” In Bill Henderson, ed., The Pushcart Prize XI: Best of the Small Presses. Wainscott: Pushcart Press.
  • Behn, Robert. 1998. “What Right Do Public Managers Have to Lead?” Public Administration Review, 58(3):209–224.
  • Bolman, Lee, and Terry Deal. 2003. Reframing Organizations: Artistry, Choice and Leadership. San Francisco: Jossey-Bass.
  • Burns, James M. 1977. Leadership. New York: Harper and Row.
  • Casey, David. 1997. “The Shell of Your Understanding.” In Mike Pedler, ed., Action Learning In Practice, 3rd ed. Hampshire: Gower, 221–228.
  • Cranton, Patricia. 1996. Professional Development as Transformative Learning: New Perspectives for Teachers of Adults. San Francisco: Jossey-Bass.
  • Cooper, Robert K., and Ayman Sawaf. 1997. Executive IQ: Emotional Intelligence in Leadership and Organizations. New York: Perigee.
  • Csikszentmihalyi, Mihaly. 1996. Creativity: Flow and the Psychology of Discovery and Invention. New York: Harper Perennial.
  • Cutcher-Gershenfeld, Joel, and J. Kevin Ford. 2005. Valuable Disconnects in Organizational Learning Systems: Integrating Bold Visions and Harsh Realities. New York: Oxford University Press.
  • Diggins, John. 1996. Max Weber: Politics and the Spirit of Tragedy. New York: Basic Books.
  • Dilworth, Robert I., and Verna J. Willis. 2003. Action Learning: Images and Pathways. Malabar: Krieger Publishing Company.
  • Drucker, Peter. 1996. “Foreword.” In F. Hesslebein, M. Goldsmith, and R. Beckhard, eds., The Leader of the Future. San Francisco: Jossey-Bass, xi–xv.
  • Fairholm, Matthew R. 2006. “Leadership Theory and Practice in the MPA Curriculum: Reasons and Methods.” Journal of Public Affairs Education, 12(3):335–346.
  • Fox, Matthew. 2002. Creativity: Where the Divine and the Human Meet. New York: Jeremy Parcher.
  • Freire, Paulo. 1970. Pedagogy of the Oppressed. New York: Herder and Herder.
  • Gawthrop, Louis. 2002. “Public Service as the Parable of Democracy.” In J. S. Jun, ed., Rethinking Administrative Theory: The Challenge of the New Century. Westport: Praeger, 77–92.
  • Goleman, Daniel. 1997. Working with Emotional Intelligence. New York: Bantam, 1997.
  • Goleman, Daniel, Richard Boyatzis, and Annie McKee. 2002. Primal Leadership: Realizing the Power of Emotional Intelligence. Boston: Harvard Business School Press.
  • Heifetz, Ronald A. 1994.Leadership Without Easy Answers. Cambridge: The Belknap Press of Harvard University Press.
  • Kamensky, John M. 1996. “Role of the ‘Reinventing Government’ Movement in Federal Management Reform.” Public Administration Review, 56(3):247–255.
  • Keats, John. 1936. In Edward D. McDonald, ed., The Letters of John Keats, 1814–1821, Vol. 1. New York: Viking. (Letter to George and Thomas Keats dated Dec. 21, 1817.)
  • Kegan, Robert. 2000. “What ‘Form’ Transforms? A Constructive-Developmental Approach to Transformative Learning.” In Jack Mezirow et al., eds. Learning as Transformation: Critical Perspectives on a Theory in Progress. San Francisco: Jossey-Bass, 35–69.
  • Kouzes, James M., and Barry Posner. 1987. The Leadership Challenge: How to Get Extraordinary Things Done in Organizations. San Francisco: Jossey-Bass.
  • Kramer, Robert. 1989. “In the Shadow of Death: Robert Denhardt’s Theology of Organizational Life.” Administration and Society, Nov. 21:357–379.
  • Kramer, Robert. 1995a. “The Birth of Client-Centered Therapy: Carl Rogers, Otto Rank, and ‘The Beyond.’” Journal of Humanistic Psychology, 35:54–110.
  • Kramer, Robert. 1995b. “Carl Rogers Meets Otto Rank: The Discovery of Relationship.” In Thierry Pauchant, ed., In Search of Meaning: Managing for the Health of Our Organizations, Our Communities, and the Natural World. San Francisco: Jossey-Bass, 197–223.
  • Kramer, Robert (ed.). 1996. A Psychology of Difference: The American Lectures of Otto Rank. Princeton, N.J.: Princeton University Press.
  • Kramer, Robert. 1997. Leading by Listening: An Empirical Test of Carl Rogers’s Theory of Human Relationship Using Interpersonal Assessments of Leaders by Followers. Unpublished Ph.D. dissertation, George Washington University.
  • Langer, Ellen J. 1997. The Power of Mindful Learning. Cambridge: Perseus Publishing.
  • LeDoux, Joseph. 1998. The Emotional Brain: The Mysterious Underpinnings of Emotional Life. New York: Touchstone.
  • Lewin, Kurt. 1951. Field Theory in Social Science. New York: Harper & Row.
  • Marquardt, Michael J. 2004. Optimizing the Power of Action Learning. Palo Alto: Davies-Black Publishing.
  • Marsick, Victoria J. 1990. Action Learning and Reflection in the Workplace. In Jack Mezirow et al., eds., Fostering Critical Reflection in Adulthood: A Guide to Transformative and Emancipatory Learning. San Francisco: Jossey-Bass, 23–46.
  • Mason, Wyatt (ed.). 2003. I Promise to Be Good: The Letters of Arthur Rimbaud. New York: Modern Library.
  • McCurdy, Howard E. 1977. Public Administration: A Synthesis. Menlo Park: Cummings Publishing Company.
  • McGill, Ian, and Anne Brockbank. 2004. The Action Learning Handbook: Powerful Techniques for Education, Professional Development and Training. London: RoutledgeFarmer.
  • Mintzberg, Henry. 2005. Managers Not MBAs: A Hard Look at the Soft Practice of Managing and Management Development. San Francisco: Berrett-Koehler Publishers.
  • National Academy of Public Administration. 1997. Managing Succession and Developing Leadership: Growing the Next Generation of Public Service Leaders. Washington: NAPA.
  • Newbold, Stephanie, and Larry D. Terry. 2006. “The President’s Committee on Administrative Management: the Untold Story and the Federalist Connection.” Administration and Society, 38(5):522–555.
  • Newberg, Andrew, and Mark Robert Waldman. 2006. Why We Believe What We Believe: Uncovering Our Biological Need for Meaning, Spirituality, and Truth. New York: Free Press.
  • Nystrom, Paul, and William Starbuck. 1984. “To Avoid Organizational Crises, Unlearn.” Organizational Dynamics, 12(4):53–60.
  • Pedler, Mike. 1997. “Managing as a Moral Art.” In M. Pedler, ed., Action Learning in Practice, 3rd ed. Hampshire: Gower, 31–40.
  • Price, Don K. 1962. “Administrative Leadership.” In S. Graubard and G. Holton, eds. Excellence and Leadership in a Democracy. New York: Columbia University Press, 171–184.
  • Potucek, Martin. 1999. Not Only the Market: The Role of the Market, Government and Civic Sector in the Development of Postcommunist Societies. Budapest: Central European University Press.
  • Raelin, Joseph A. 2006. “Does Action Learning Promote Collaborative Leadership?” Academy of Management Learning & Education, 5(4):152–168.
  • Raelin, Joseph A., and David Coghlan. 2006. “Developing Managers as Learners and Researchers: Using Action Learning and Action Research.” Journal of Management Education, 30(5):670–689.
  • Rank, Otto. 1989. Art and Artist: Creative Urge and Personality Development. New York: W. W. Norton. (original work published 1932).
  • Redford, Emmett. 1969. Democracy in the Administrative State. New York: Oxford University Press
  • Revans, Reginald W. 1971.Developing Effective Managers: A New Approach to Business Education. London: Longmans.
  • Revans, Reginald W. 1980. Action Learning: New Techniques for Management. London: Blond & Briggs.
  • Revans, Reginald W. 1982. The Origins and Growth of Action Learning. Bromley: Chartwell-Bratt.
  • Revans, Reginald W. 1983. The ABC of Action Learning. Bromley: Chartwell-Bratt.
  • Rilke, Ranier Maria. 1993. Letters to a Young Poet. H. Norton, trans. New York: W. W. Norton. (Original work published 1934).
  • Rost, Joseph C. 1991. Leadership for the Twenty-First Century. Wesport: Praeger.
  • Schein, Edgar H. 2004. Organizational Culture and Leadership, 3rd ed. San Francisco: Jossey-Bass.
  • Selznick, Phillip. 1976. Leadership in Administration. Berkley: University of California Press.
  • Stivers, Camilla. 1994. “The Listening Bureaucrat: Responsiveness in Public Administration.” Public Administration Review, 54(4):364–368.
  • Taylor, Kathleen. 2000. Teaching with Developmental Intention. In Jack Mezirow et al., eds., Learning as Transformation: Critical Perspectives on a Theory in Progress. San Francisco: Jossey-Bass, 151–180.
  • Terry, Larry D. 1995. Leadership of Public Bureaucracies: The Administrator as Conservator. Thousand Oaks: Sage.
  • Torbert, Bill, et al. 2004. Action Inquiry: The Secret of Timely and Transforming Leadership. San Francisco: Berrett-Koehler Publishers.
  • Vaill, Peter B. 1996. Learning as a Way of Being: Strategies for Survival in a World of Permanent White Water. San Francisco: Jossey-Bass.
  • Van Riper, Paul. 1997. “Some Anomalies in the Deep History of U. S. Public Administration.” Public Administration Review, 57(3):218–222.
  • Van Wart, Montgomery. 2005. Dynamics of Leadership in Public Service. Armonk, NY: M. E. Sharpe.
  • Vince, Russ, and Martin Lawrence. 1993. “Inside Action Learning: An Exploration of the Psychology and Politics of the Action Learning Model.” Management Education and Development, 24(3):205–215.
  • Weber, Max. 1922. “Legitimate Authority and Bureaucracy.” In L. E. Boone and D. D. Bowen, eds. The Great Writings in Management and Organizational Behavior. Boston: Irwin, 1987, 5–19.
  • Weber, Max. 1978. Weber: Selections in Translation, W. G. Runciman, ed. New York: Cambridge University Press.
  • Weick, Karl. 2001. “Leadership as the Legitimation of Doubt.” In Warren Bennis, Gretchen M. Spreitzer, and Thomas G. Cummings, eds. The Future of Leadership: Today’s Top Thinkers Speak to Tomorrow’s Leaders. San Francisco: Jossey-Bass, 91–102.
  • Weinstein, Krystyna. 1999. Action Learning: A Practical Guide, 2nd ed. Burlington: Gower.
  • Yukl, Gary, and Richard Lepsingh. 2005. “Why Integrating Leading and Managing Is Essential for Organizational Effectiveness.” Organization Dynamics, 34(4):361–375.
  • Zaleznik, Abraham. 1977. “Managers and Leaders: Are They Different?” Harvard Business Review, May-June:67–78.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.