Preparing Integrative Leaders

Bryson, J.,Ackermann, F., & Eden, C. (2014). Visual strategy: Strategy mapping for public and nonprofit organizations. Hoboken, NJ: John Wiley and Sons.

Jenkins, G. (2016).Educating lawyer-leaders: The mechanics and artistry of case study teaching and discussion leadership. Tennessee Law Review, 83(729)

Quick, K. (2015). Locating and building collective leadership and impact. Leadership. DOI: 10.1177/1742715015605348. Published online before print September 15, 2015.

Sandfort, J., & Gerdes, K. (2016). The design, pedagogy and practice of an integrated public affairs leadership course. Teaching Public Administration.

Reaching Across Difference

Bryson, J., & Crosby, B. (2013). Managing stakeholders in the change and innovation process. In Stephen Osborne and Louise Brown eds. Managing Public-Sector Innovation. London: Routledge, pp.118- 141.

Fremeth, A., & Marcus, A. (2016). The role of governance systems and rules in wind energy development: Evidence from Minnesota and Texas. Business and Politics.

Lundquist, L., Sandfort, J., Lopez, C., Odor, MS.,  Seashore, K., Mein, J., & Lowe, M. (eds.). (2013) Cultivating Change in the Academy: Practicing the Art of Hosting Conversations that Matter within the University of Minnesota.

Sandfort, J., Stuber, N., & Quick, K. (2012). Practicing the art of hosting: Exploring what art of hosting and harvesting workshop participants understand and do. University of Minnesota’s Center for Integrative Leadership: Minneapolis, Minnesota.

Cross-Sector Collaboration, Public-Private Partnerships

Bryson, J., Crosby, B., Stone, M., & Saunoi-Sandgren, E. & Mortensen, J. (2008). Collaboration in fighting traffic congestion: A study of Minnesota’s urban partnership agreement.”  Final report prepared for Intelligent Transportation Systems Institute, Center for Transportation Studies.

Bryson, J., Crosby, B., Stone, M., & Saunoi-Sandgren, E.  (2009). Designing and managing cross-sector collaboration: A case study in reducing traffic congestion.” IBM Center for the Business of Government.

Bryson, J., Crosby, B., & Stone, M. (2015). Designing and implementing cross-sector collaboration – Needed and challenging. Public Administration Review, 75(5), 647-663.

Bryson, J., Crosby, B., Stone, M., & Saunoi-Sandgren, E. (2011). Dynamics of cross-sector collaboration: Minnesota’s urban partnership agreement from start to finish. Final report prepared for Intelligent Transportation Systems Institute, Center for Transportation Studies.

Bryson, J., Crosby, B., & Stone, M.  (2006). The design and implementation of cross-sector collaborations: Propositions from the literature. Public Administration Review, 66(Special Issue): 44-55.

Crosby, B., & Bryson, J. (2010). Integrative leadership and the creation and maintenance of cross-sector collaboration. Leadership Quarterly, 21, 211-230.

Crosby, B., & Bryson, J. (2012). A leadership framework for cross-sector collaboration. In Patricia W. Ingraham and Soonhee Kim, eds. Public Sector Human Resource Management. Thousand Oaks, CA: SAGE.

Quick, K. (2011). Building ‘America’s greenest city’: Inter-sectoral leadership in Grand Rapids, Michigan.” Teaching Case for Integrative Leadership Seminar (PA5015/ MGMT 6402/ OLPD 6402/ PUBH 6702/ LAW 6623).

 

Hybrid Governance, Organizations, Funding Mechanisms

Osofsky, H., Shadian, J., & Fechtelkotter, S. (2016). Arctic energy cooperation. UC Davis Law Review, 49(1431).

Osofsky, H., Shadian, J., & Fechtelkotter, S. (2016). Preventing and responding to arctic offshore drilling disasters: The role of hybrid cooperation. The Role of International Environmental Law in Disaster Risk Reduction, 392.

Osofsky, H., & Wiseman, H. (2014). Hybrid energy governance. University of Illinois Law Review 1.

Corporate Social Responsibility, Corporate Sustainability, Social Entrepreneurship

Barriero, T., & Stone, M. (2013). Social entrepreneurship: From issue to feasibility plan. NY: Business Expert Press.

Marcus, A., & Anderson, M. (2006). A general dynamic capability: Does it propagate business and social competencies in the retail food industry. Journal of Management Studies.

McDonnell, B. (2017). Benefit corporations and public markets: First experiments and next steps. Seattle University Law Review, 40(717).

McDonnell, B. (2014). Committing to doing good and doing well: Fiduciary duty in benefit corporations. Fordham Journal of Corporate and Financial Law, 20(19).

Civic Engagement

Bryson, J., Quick, K., Slotterback, C., & Crosby, B. (2013). Designing public participation processes. Public Administration Review 73(1): 23-34.

Quick, K. (forthcoming 2017). The narrative production of public engagement. Journal of Planning Education and Research.

Sandfort, J. & Bloomberg, L. (2012). InCommons: Supporting community-based leadership. Community Development 43(1): 12-30.

Related Leadership Studies

Begun, J., & Malcolm, J. (2014). Leading public health: A competency framework. New York: Springer Publishing.

Bryson, J. & Crosby B. (1992). Leadership for the common good -- Tackling public problems in a shared-power world. San Francisco, CA: Jossey-Bass.

Crosby, B. & Bryson, J. (2005). Leadership for the Common Good, Second Edition. San Francisco, CA.

Crosby, B. & Bryson, J. (2010). Public integrative leadership: Multiple turns of the kaleidoscope. Leadership Quarterly, 21, 205-208.

Crosby, B. & Bryson, J. (2010). Special issue: Public integrative leadership. Leadership Quarterly, 21(2), 205-338.

Crosby, B., Bryson, J., & Stone, M. (2010). Leading across frontiers: How visionary leaders integrate people and resources. In S. Osbourne (ed.), The new public governance? Critical perspectives and future directions. Oxford, UK: Routledge.

Crosby, B., Bryson, J., & Stone, M. (2010). Leading across frontiers: How visionary leaders integrate people, processes, structures and resources. In Stephen Osborne, ed. The New
Public Governance Critical Perspectives and Future Directions, Oxford, UK: Routledge, pp. 200-222.

Hwang, S. J., Quast, L. N., Center, B. A., Chung, C., Hahn, H. J., & Wohkittel, J. M. (2015). The impact of leadership behaviors on leaders’ perceived job performance across cultures: Comparing the role of charismatic, directive, participative, and supportive leadership behaviors in the U.S. and four Confucian Asian countries. Human Resource Development International, 18(3), 259-277.

Sandfort, J. (2013). Experiencing the forum for leadership educators. Cultivating Change in the Academy: Practicing the Art of Hosting Conversations that Matter within the University of Minnesota. Lundquist, Sandfort, Lopez, Odor, Seashore, Mein, and Lowe (eds).