Titlebook: Managing in a Political World; The Life Cycle of Lo Steve Leach Book 2010 Palgrave Macmillan, a division of Macmillan Publishers Limited 20

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CEDE

頭盔

Managing the Relationship with the Leader,ntment (indeed, occasionally, during the appointment process itself), although at this stage in the relationship, such guidelines typically covered role definitions rather than behavioural issues, plus particular concerns of the chief executive, such as the relationship with the opposition party or

fodlder

Dealing with Political Change,y to involve problems of re-negotiation of the ground rules and adjustment to a different style of political leadership, but it is likely (although by no means certain) to involve a significant element of continuity. The new leader is from the same party that you have worked with previously, whose p

Facilities

減弱不好

The Essence of a Good Relationship,der’). The antitheses of these qualities are summarised in the second cameo (‘The Bad Leader’). This material is familiar from other recent studies, such as the SOLACE report (2006). However, listing desirable qualities is one thing; stimulating them when they are absent is another! A more challengi

Infiltrate

Testing the Relationship,ce of a ‘critical incident’. Critical incidents are ‘unexpected’ happenings which challenge the nature of the relationship, either through the fact that one or other of the participants in ‘breaking the rules’ (typically unwritten in nature) . there are no rules or guidelines to assist the resolutio

FIG

條街道往前推

Compatriot