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Who are the leaders of our government? What do they do? How do they become government leaders? Accessible text and explanatory photos help students understand key concepts about the role of different government leaders.
This new work of biographical reference presents succinct narrative biographies of every serving head of state and head of government. Its content covers approximately 200 countries and territories and provides over 300 biographical profiles. Each country section contains: * A brief explanation of its type of government and the roles of the head of state, the head of government and the legislature * Lists of the most recent heads of state and head of government, with dates of office * Biographical profiles of current head of state and government, and other recent incumbents of these positions who remain significant and active political leaders * A photographic section of a selection of the world's key political leaders * A full index by name, date of taking office, and source of authority.
Government leaders help to govern our country, our states, and our cities. They make important decisions, solve problems, and see that laws are enforced. The people they serve elect most government officials. Long ago, there were not as many government officials as there are today because the United States had a smaller population.
Do you think your life will get better in the future? Geoff Smart had some doubts. He saw what you see?how broken government has become. He worried about his career, his family's future, and our everyday quality of life. Then one day, Geoff received an unexpected message that changed how he saw the problem. Geoff was asked to help. His journey took him behind the scenes to work with other private sector leaders who had made the leap into government. What he discovered will surprise you. Leadocracy will tell you Why great leaders avoid government How the "3 As of Leadership" can help us identify, hire, and become better leaders How we can avoid nonleader candidates like the Turtle, Bureaucrat, Screamer, and Idealist How the adrenaline rush of "flow" can offer leaders from the private sector the adventure of a lifetime Thomas Paine's Common Sense painted a vision that inspired a generation and changed the course of human history. The movement of our time is leadocracy?government by society's greatest leaders. Leaders like you.
In recognition of its 20th anniversary, The IBM Center for the Business of Government offers a retrospective of the most significant changes in government management during that period and looks forward over the next 20 years to offer alternative scenarios as to what government management might look like by the year 2040. Part I will discuss significant management improvements in the federal government over the past 20 years, based in part on a crowdsourced survey of knowledgeable government officials and public administration experts in the field. It will draw on themes and topics examined in the 350 IBM Center reports published over the past two decades. Part II will outline alternative scenarios of how government might change over the coming 20 years. The scenarios will be developed based on a series of envisioning sessions which are bringing together practitioners and academics to examine the future. The scenarios will be supplemented with short essays on various topics. Part II will also include essays by winners of the Center’s Challenge Grant competition. Challenge Grant winners will be awarded grants to identify futuristic visions of government in 2040. Contributions by Mark A. Abramson, David A. Bray, Daniel J. Chenok, Lee Feldman, Lora Frecks, Hollie Russon Gilman, Lori Gordon, John M. Kamensky, Michael J. Keegan, W. Henry Lambright, Tad McGalliard, Shelley H. Metzenbaum, Marc Ott, Sukumar Rao, and Darrell M. West.
U.S. Government Leaders surveys 124 of the most important government and political leaders in U.S. history; the most often taught and most often studied in the American library. We have made it a priority to cover those key personages of American history who appear time and again in the core curriculum, presenting at least those who are common to every basic discussion of American history, civics, and U.S. government.
How can government leaders build, sustain, and leverage the cross-organizational collaborative networks needed to tackle the complex interagency and intergovernmental challenges they increasingly face? Tackling Wicked Government Problems: A Practical Guide for Developing Enterprise Leaders draws on the experiences of high-level government leaders to describe and comprehensively articulate the complicated, ill-structured difficulties they face—often referred to as "wicked problems"—in leading across organizational boundaries and offers the best strategies for addressing them. Tackling Wicked Government Problems explores how enterprise leaders use networks of trusted, collaborative relationships to respond and lead solutions to problems that span agencies. It also offers several approaches for translating social network theory into practical approaches for these leaders to build and leverage boundary-spanning collaborative networks and achieve real mission results. Finally, past and present government executives offer strategies for systematically developing enterprise leaders. Taken together, these essays provide a way forward for a new cadre of officials better equipped to tackle government's twenty-first-century wicked challenges.
U.S. Government Leaders surveys 124 of the most important government and political leaders in U.S. history; the most often taught and most often studied in the American library. All U.S. presidents through Bill Clinton are represented as are such great colonial leaders as William Bradford, John Winthrop, and William Penn. Framers of the Constitution and leaders of the early republic appear along with some who did not hold formal office but whose stature and contributions to U.S. government are equally great. Frederick Douglass and Martin Luther King, Jr., leaders of Congress, presidential cabinets, and political parties are found here along with great female political leaders, from Jeannette Rankin to Helen Gahagan Douglas, Margaret Chase Smith to Barbara Jordan and Janet Reno.
This is the first book to fully adapt the principles of agility for government leaders who want to make their organizations more effective and nimble while better serving their public mission. This practical resource will equip government leaders at all levels with evidence-based, hands-on guidance for transforming their organizations, enabling them to better serve the public and their customers. While many books focus on organizational agility for leaders of for-profit companies, this is the first one tailored to the unique requirements government leaders face. They must find a way to accomplish their mission while navigating constant change. Government leaders at all levels must maneuver their organizations through new, often complex challenges, ranging from new laws that impact their agencies, new technologies, changes in leadership, and unexpected events. By explaining how to manage and organize work differently, this guide will help leaders weather the storm of that constant change so they can help their agencies realize their missions and serve the public interest.