Adam B. Masters – författare

This book explores how professional and organisational cultures influence global public-private partnerships, which form a key element of global governance. Using case studies, the partnerships of three international government organisations – the International Telecommunication Union, Interpol and the International Centre for the Study of the Preservation and Restoration of Cultural Property – illustrate how partnerships are formed and operate in accordance with the accepted cultural beliefs and values associated with both profession and organisation. In brief, engineers create partnerships they are comfortable with, which are different in form and operation to those of police, which also differ from those of the conservator. This book will appeal to scholars of international relations, global governance, organisational studies and public administration. It also conveys lessons for professionals at the international level in international government organisations, business and civil society who engage in, or want to engage in global public-private partnerships.

This book examines both the rhetorical content of contemporary public leadership and the leadership methods pioneered by early English statesman Sir Francis Bacon. In particular, it considers the use of public rhetoric to defend leadership legitimacy in six case studies, drawing on leadership contests in recent Australian political history. The authors map out the complex language of leadership in contemporary politics through chapter-length portraits of the inter-related political rhetoric of prime ministers Rudd, Gillard, Abbott and Turnbull, plus former foreign minister Bob Carr and indigenous leader Noel Pearson. The process is a novel application of leadership analysis derived from the political philosophy of Francis Bacon, who emerges as a founder of the study, and indeed practice, of political and public leadership. The book will appeal to students and scholars across the fields of political science, communication and rhetorical studies, and political history.

This book examines both the rhetorical content of contemporary public leadership and the leadership methods pioneered by early English statesman Sir Francis Bacon. In particular, it considers the use of public rhetoric to defend leadership legitimacy in six case studies, drawing on leadership contests in recent Australian political history. The authors map out the complex language of leadership in contemporary politics through chapter-length portraits of the inter-related political rhetoric of prime ministers Rudd, Gillard, Abbott and Turnbull, plus former foreign minister Bob Carr and indigenous leader Noel Pearson. The process is a novel application of leadership analysis derived from the political philosophy of Francis Bacon, who emerges as a founder of the study, and indeed practice, of political and public leadership. The book will appeal to students and scholars across the fields of political science, communication and rhetorical studies, and political history.

This book examines both the rhetorical content of contemporary public leadership and the leadership methods pioneered by early English statesman Sir Francis Bacon. In particular, it considers the use of public rhetoric to defend leadership legitimacy in six case studies, drawing on leadership contests in recent Australian political history. The authors map out the complex language of leadership in contemporary politics through chapter-length portraits of the inter-related political rhetoric of prime ministers Rudd, Gillard, Abbott and Turnbull, plus former foreign minister Bob Carr and indigenous leader Noel Pearson. The process is a novel application of leadership analysis derived from the political philosophy of Francis Bacon, who emerges as a founder of the study, and indeed practice, of political and public leadership. The book will appeal to students and scholars across the fields of political science, communication and rhetorical studies, and political history.

This book explores how professional and organisational cultures influence global public-private partnerships, which form a key element of global governance. Using case studies, the partnerships of three international government organisations – the International Telecommunication Union, Interpol and the International Centre for the Study of the Preservation and Restoration of Cultural Property – illustrate how partnerships are formed and operate in accordance with the accepted cultural beliefs and values associated with both profession and organisation. In brief, engineers create partnerships they are comfortable with, which are different in form and operation to those of police, which also differ from those of the conservator. This book will appeal to scholars of international relations, global governance, organisational studies and public administration. It also conveys lessons for professionals at the international level in international government organisations, business and civil society who engage in, or want to engage in global public-private partnerships.