Edited by Stephen Brookes, Honorary Associate Professor (Reader), Alliance Manchester Business School, University of Manchester, UK

‘The single most important critical success factor I have encountered across policing and public sector service is leadership. This is borne out by the organisations that excel and those which fail. However we lead in a rapidly changing world where public services face multiple and overlapping crises, and leadership must evolve to adapt to this C21st context. The research book, edited by Stephen Brookes, is contemporary in its context and looks forward to what will succeed in the future as well as reflecting upon the lessons of the past. It will energise and provoke the thoughts of the most experienced leader as well as providing a deep well of knowledge for the newest leaders ambitious to do their best to make a positive difference to our society.’

• Contents:Preface xiPART I PUBLIC LEADERSHIP AS A NEW THEORETICALAND CONCEPTUAL FRAMEWORK FOR LEADINGPUBLIC SERVICES IN THE INTERESTS OF THE PUBLIC1 The challenges of leading in the public interest: a newparadigm for public leadership in a post-pandemic world? 1Stephen Brookes2 Creating a new leadership model: cooperative leadership 23Neil McLennan3 Spiritual leadership: a new paradigm for a new normal 42Jillian McCarthy4 Reflections on the response to COVID-19: considerations formanagers and leaders 57Ayham Fattoum5 Challenges for school leadership and management in thefour nations of the United Kingdom during the pandemic:conceptual shifts and implications for future thinking 80Lorna Hamilton, Gary Beauchamp, Moira Hulme, Janet A. Harveyand Linda Clarke6 Relational leadership for leading public services in theinterests of the public 97Joyce Liddle and Gareth Addidle7 Public leadership in tackling wicked problems: is it a crisis ofleadership or a leadership crisis? 113Lawrence Benson and Stephen BrookesPART II INTERNATIONAL PERSPECTIVES ONLEADERSHIP, MANAGEMENT AND GOVERNANCE8 Police leadership in wicked times: how Norwegian policeleaders have experienced and responded to the Covid-19 pandemic 135Rune Glomseth9 The healthcare system in Saudi Arabia: evolution,transformation and the COVID-19 experience 154Sami Yousif and Omar Bawhab10 Public leadership of Covid-19: documentary analysis of therole of the Mayor’s Office in shaping policy responses inBogotá, Colombia 178Simon Turner, Sebastian L. Schorch, Dennys Paola Fernandez andNicolás García11 Assessing the efficacy of COVID-19 policies in thePhilippines: an analysis on the NPM-based approach to pandemics 196Chris LimPART III PUBLIC LEADERSHIP IN PRACTICE: THE‘GOOD’, THE ‘BAD’ AND THE ‘DOWNRIGHTUGLY’ OF PUBLIC LEADERSHIP12 Reframing ‘place leadership’: an analysis of leadership inresponding to the wicked issue of county lines and criminalitywithin a context of post-pandemic public health policing 222Joyce Liddle and Gareth Addidle13 The role of consequential leadership in public crises throughmulti-agency response 243Umer Khan and Stephen Brookes14 Organisational obstinacy: a case study from a large UKmetropolitan authority that provides a new model of paradigm change 262Nick Clifford and David Horsler15 Public leadership in the small island developing states of theAnglophone Caribbean 285Damian E. Greaves16 Towards a collective public leadership manifesto:opportunities and challenges in a post-pandemic paradigm 307Stephen BrookesAppreciative Inquiry Crown Sonnet 321Ada Jo MannIndex

Edited by Stephen Brookes, Honorary Associate Professor (Reader), Alliance Manchester Business School, University of Manchester, UK

‘The single most important critical success factor I have encountered across policing and public sector service is leadership. This is borne out by the organisations that excel and those which fail. However we lead in a rapidly changing world where public services face multiple and overlapping crises, and leadership must evolve to adapt to this C21st context. The research book, edited by Stephen Brookes, is contemporary in its context and looks forward to what will succeed in the future as well as reflecting upon the lessons of the past. It will energise and provoke the thoughts of the most experienced leader as well as providing a deep well of knowledge for the newest leaders ambitious to do their best to make a positive difference to our society.’

• Contents:Preface xiPART I PUBLIC LEADERSHIP AS A NEW THEORETICALAND CONCEPTUAL FRAMEWORK FOR LEADINGPUBLIC SERVICES IN THE INTERESTS OF THE PUBLIC1 The challenges of leading in the public interest: a newparadigm for public leadership in a post-pandemic world? 1Stephen Brookes2 Creating a new leadership model: cooperative leadership 23Neil McLennan3 Spiritual leadership: a new paradigm for a new normal 42Jillian McCarthy4 Reflections on the response to COVID-19: considerations formanagers and leaders 57Ayham Fattoum5 Challenges for school leadership and management in thefour nations of the United Kingdom during the pandemic:conceptual shifts and implications for future thinking 80Lorna Hamilton, Gary Beauchamp, Moira Hulme, Janet A. Harveyand Linda Clarke6 Relational leadership for leading public services in theinterests of the public 97Joyce Liddle and Gareth Addidle7 Public leadership in tackling wicked problems: is it a crisis ofleadership or a leadership crisis? 113Lawrence Benson and Stephen BrookesPART II INTERNATIONAL PERSPECTIVES ONLEADERSHIP, MANAGEMENT AND GOVERNANCE8 Police leadership in wicked times: how Norwegian policeleaders have experienced and responded to the Covid-19 pandemic 135Rune Glomseth9 The healthcare system in Saudi Arabia: evolution,transformation and the COVID-19 experience 154Sami Yousif and Omar Bawhab10 Public leadership of Covid-19: documentary analysis of therole of the Mayor’s Office in shaping policy responses inBogotá, Colombia 178Simon Turner, Sebastian L. Schorch, Dennys Paola Fernandez andNicolás García11 Assessing the efficacy of COVID-19 policies in thePhilippines: an analysis on the NPM-based approach to pandemics 196Chris LimPART III PUBLIC LEADERSHIP IN PRACTICE: THE‘GOOD’, THE ‘BAD’ AND THE ‘DOWNRIGHTUGLY’ OF PUBLIC LEADERSHIP12 Reframing ‘place leadership’: an analysis of leadership inresponding to the wicked issue of county lines and criminalitywithin a context of post-pandemic public health policing 222Joyce Liddle and Gareth Addidle13 The role of consequential leadership in public crises throughmulti-agency response 243Umer Khan and Stephen Brookes14 Organisational obstinacy: a case study from a large UKmetropolitan authority that provides a new model of paradigm change 262Nick Clifford and David Horsler15 Public leadership in the small island developing states of theAnglophone Caribbean 285Damian E. Greaves16 Towards a collective public leadership manifesto:opportunities and challenges in a post-pandemic paradigm 307Stephen BrookesAppreciative Inquiry Crown Sonnet 321Ada Jo MannIndex