The Practice of Collective and Strategic Leadership in the Public Sector (original) (raw)

Currently, a dyadic and hierarchical vision dominates in the literature on leadership as it does in the public sector (Gronn, 2002; Hiller and Vance, 2006). The transactional and transformational perspectives present leaders in relation with their subordinates or their supporters. Yet, that is a truncated vision of the reality because it disregards the situation and the other leaders present (Gronn, 2002, 2008; Raelin, 2005; Yukl, 1989). In the public sector, since the leaders have limited control (Moynihan and Wallace-Ingraham, 2004) and coexist collectively and in a dependent and independent manner (Raelin, 2005; Bourgault, 2007), I propose that different leaders interact in complementarity at different levels of the practice of leadership. In this article, I propose a conceptual model of the individual development of leadership in connectio n with the practice of collective and strategic leadership in the public sector. Using a case history, I conduct an exploratory and heuristic...

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