• Collin-Camargo, C., McBeath, B., and Ensign, K., (2011), Privatization and Performance-Based Contracting in Child Welfare: Recent Trends and Implications for Social Service Administrators, Administration in Social Work, 35:494–516, Volume 35, Issue 5, retrieved from LINK. The authors review information about privatization and performance-based contracting to reveal themes around key management tasks and competencies within these settings. These themes are then considered in light of existing literature, and implications for administrative practice are discussed.
  • Exploring Five Core Leadership Capacities: Engaging in Courageous Conversations, Ontario Ministry of Education Leadership Strategy Bulletin, Winter 2009/10, retrieved from LINK. The article defines, as one core component of desired leadership capacities, “courageous conversations” in organizations, and discusses in depth the need and benefits to organizational change and health from having such conversations.
  • Heifetz, R. A., Linsky, M., & Grashow, A., (2009), The Practice of Adaptive Leadership, Boston, Massachusetts: Harvard Business Press, with information [review] retrieved from LINK. According to the reviewer, the authors define authentic leadership as “the practice of mobilizing people to tackle tough challenges and thrive,” with the crux of adaptive leadership practice being that if a system is faulty, it must be analyzed, diagnosed, and remedied by taking risks and challenging the status quo to provoke change. Each of the book’s five sections takes the reader through the steps involved in learning/adopting adaptive leadership practices.
  • Lichtenstein, B., and Plowman, D., (2009), The leadership of emergence: A complex systems leadership theory of emergence at successive organizational levels, retrieved from LINK. The authors describe “complexity science” and how it reframes leadership by focusing on the dynamic interactions between individuals and how those interactions can result in “emergent outcomes.” An analysis of three empirical studies takes place, leading to development of a “Leadership of Emergence.”