Willow Jacobson

Willow Jacobson joined the School of Government faculty in 2003. Prior to that, she taught in the Master of Public Administration program at the University of Connecticut and worked on the Government Performance Project and the New Jersey Initiative at the Alan K. Campbell Institute at The Maxwell School of Citizenship and Public Affairs, Syracuse University. She has also assisted with strategic planning for community collaboratives in California and Oregon state government. Currently Jacobson teaches in the Master of Public Administration program and directs the LGFCU Fellows program, which she helped create in 2011. She was also involved in the 2005 inaugural session of the Public Executive Leadership Academy. Her research has appeared in Public Administration Review and Public Personnel Management. Jacobson earned a PhD from Syracuse University.

Selected Publications

Brenda Bushouse, Willow S. Jacobson, Kristina Lambright, Jared Llorens, Rick Morse, and Ora-Orn Poocharoen. 2011. "Crossing the Divide: Building Bridges between Public Administration Practitioners and Scholars". Journal of Public Administration Research and Theory. Vol. 21, Supplement 1. pp. 99-112.

Heather Getha-Taylor, Maja Holmes, Willow S. Jacobson, Rick Morse, and Jessica Sowa. 2011. "Focusing the Public Leadership Lens: Research Propositions and Questions in the Minnowbrook Tradition". Journal of Public Administration Research and Theory. Vol. 21. Supplement 1. pp. 183-197.

Willow S. Jacobson, Ellen Rubin, and Amy Donahue. 2008. “Integrating Labor Relations and Human Resource Management: Impacts on State Workforces,” International Review of Public Administration.2008. Vol. 13, No. 2

Willow S. Jacobson and Donna Warner. 2008. “Leading and Governing: A Model for local Government Education,” Journal of Public Affairs Education. Summer 2008, Vol. 14, No. 2, Summer 2008

Willow S. Jacobson, “Preparing for Tomorrow: A Case Study of Workforce Planning in North Carolina Municipalities,” Public Personnel Management. Forthcoming (Accepted November 2007).

Additional Publications

Book Chapters

Jacobson, Willow. 2009. “Chapter 12: Planning for Today and Tomorrow: Workforce Planning” in Public Personnel Administration: Prospects and Problems. Richard Kearny, Steven Hays, and Jerrell Coggburn, editors.

Selden, Sally and Willow Jacobson. 2007. “Chapter Four: Government’s Largest Investment—Human Resource Management in States, Cities, and Counties” in In Pursuit of Performance: Management Systems in State and Local Government. Patricia Ingraham, editor. John Hopkins Press. Pages 82-116.

Donahue, Amy, Willow Jacobson, Mark Robbins, Ellen Rubin, and Sally Selden. 2004. “Management and Performance Outcomes in State Government” in The Art of Governance: Analyzing Management and Administration. Laurence E. Lynn, Jr. and Patricia W. Ingraham, editors Georgetown University Press. Pages 125-151.

Journal Articles

Jacobson, Willow S. and Christine A Kelleher, Cynthia J. Bowling. 2010. “A Woman’s Touch? Gendered Networks in State Administration”. Journal of Public Administration Research and Theory. Vol. 20 Issue 2.

Tufts, Shannon and Willow Jacobson. 2010. “Visions of Leadership: An Examination of How IT Professionals Prioritize Leadership Attributes” Journal of Information Technology Management. Volume XXI, Number 1.

Jacobson, Willow S. and Donna Warner. 2008. “Leading and Governing: A Model for local Government Education,” Journal of Public Affairs Education. Summer 2008, Vol. 14, No. 2, Summer 2008.

Jacobson, Willow S. “Creating a Motivated Workforce: How Organizations Can Enhance and Develop PSM,” Public Personnel Management. Forthcoming (Accepted July 2007).

Jacobson, Willow S. “Two’s Company, Three’s a Crowd, and Four’s a Lot to Manage: Supervising in Today’s Intergenerational Workplace,”Popular Government. Vol. 73, No. 1, Fall 2007.

Jacobson, Willow S. “Workforce Planning: Who Will Be There to Serve?,” Popular Government. Vol. 72, No. 2, Winter 2007.

Jacobson, Willow S. 2007. “Managing Multiple Generations” The Governing Management Letter (http://www.governing.com/manage/eletter/bg0207wj.htm) February 2007.

Jacobson, Willow S., Sally Selden and Ellen Rubin. “Examining Training in Large Municipalities: Linking Individual and Organizational Training Needs,” Public Personnel Management. 2002. Vol. 31, No.4.

Ingraham, Patricia, Sally Selden, and Willow Jacobson. “Human Resource Practice in State Governments: Findings from a National Survey,” Public Administration Review. Sept 2001. Vol. 61, No. 5.

Selden, Sally, Salwa Ammar, Ron Wright and Willow Jacobson. “A New Approach to Assessing Performance of State Human Resource Management Systems: A Multi-Level Fuzzy Rule-Based System,” Review of Public Personnel Administration. 2000. Vol. 20, No. 3.

Kissler, Gerald, Karmen Fore, Willow Jacobson, William Kittredge, Scott Stewart. “State Strategic Planning: Suggestions from the Oregon Experience.” Public Administration Review, July/August 1998, Vol. 58, No. 4.

Dissertation

"Receptivity to Change in the Public Sector: Two Federal Case Studies."

White Papers

Sally Selden and Willow Jacobson. 2002 “Lessons Learned Human Resource Management” in Government Performance Project Final Report. Syracuse, New York: Alan K. Campbell Public Affairs Institute.

New Jersey Initiative. 2002 The New Jersey Initiative: Building Management Capacity in New Jersey Municipalities. Syracuse, New York: Alan K. Campbell Public Affairs Institute. (Contributor).

Jacobson, Willow and Jessica Crawford. “Innovations in State Human Resource Practices: Examples from the States.” (Alan K. Campbell Institute Working Paper Series). 2001.

Selden, Sally, Willow Jacobson, and Jessica Crawford. “State Report 2001: Human Resource Management.” (Alan K. Campbell Institute Working Paper Series). 2001.

Ingraham, Patricia, Sally Selden, and Willow Jacobson. “The State of Human Resource Management in State Government.” (Alan K. Campbell Institute Working Paper Series). 2001.

Jacobson, Willow. “Searching for Synergy: Collaborative Theory vs. Practice.” Master’s Exit Project, 1998.

Fields of Expertise Employer-Employee Relations Human Resource Management Leadership Development Organizational Change and Development Public Administration Public Management