2011 'Public Leadership as Public-making', (original) (raw)
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Ten propositions about public leadership
International Journal of Public Leadership, 2018
PurposeThe purpose of this paper is to provide an overview of some pressing but under-researched aspects of public leadership. Ten propositions about public leadership are set out and these are intended to be thought-provoking and even controversial in order to stimulate researchers to design research which addresses key theoretical and practical questions about leadership in the public sphere. They will also help practitioners navigate an increasingly complex leadership context.Design/methodology/approachThis invited essay uses ten propositions about public leadership, selected from three sources: the leadership literature, the author’s own research and from collaborative research discussions with academics, policy makers and practitioners.FindingsThe first proposition argues for distinguishing public leadership from public service leadership given that the former is about leadership of the public sphere. Other propositions concern context; purpose; conflict and contest at the hear...
Public leadership: perspectives and practices
2008
Dewey Number: 303.34 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying or otherwise, without the prior permission of the publisher. Cover design by John Butcher Images comprising the cover graphic used by permission of: Victorian Department of Planning and Community Development Australian Associated Press Australian Broadcasting Corporation Scoop Media Group (www.scoop.co.nz) Cover graphic based on M. C. Escher's Hand with Reflecting Sphere, 1935 (Lithograph).
Why leadership of public leadership research matters: and what to do about it
Public Management Review, 2017
The tough-talking, take-charge, individualistic view of public leadership is alive and well throughout the world, despite the enthusiasm of leadership scholars for more shared, relational, and collectivist views. The times therefore seem especially appropriate for assessing the state of public leadership theory and research and charting a path forward to enhance understanding of the continued appeal of Great Person leadership and the promise of collective leadership. This essay considers the current public leadership context, highlights distinctive characteristics of public leadership, and provides an overview of recent public leadership research through a collective lens. We call for more attention to leadership theory from within public management and the broader leadership fields and to public value and public values in leadership theorizing and research. We suggest public leadership scholars roam more freely through the disciplines and experiment with a variety of methods beyond the traditional case study.
Leadership in public management: Some theoretical and methodological considerations
Innovar: Revista de Ciencias Administrativas y Sociales
despite its pertinence in administrative sciences, leadership in public management is still ill conceptualized. in this context, the authors propose an analytical framework to reconsider the study of public leadership. to explore this issue they begin by stating the difference between public and private management and look at the specifics of public management´s objectives. then, they try to develop a comprehensive model to understand the variety of situations in public leadership; a model based on a broader perspective rather that on a managerial one. in particular, they defend the idea that different types of leadership are required depending on the level of responsibility of the managers and other aggregate variables such as the level of institutionalization and power of the public organization where the managers work.
Rethinking Leadership for the Public Sector
Australian Journal of Public Administration, 2002
Leadership and management are best thought of as a matter of competencies. Or are they? The paper challenges the current orthodoxy in Australia on this question, and suggests that leadership and management need to be regarded as reflecting opposing values. The paper also distinguishes between charismatic and collective forms of leadership, and proposes the latter as likely to be of greater value in a public sector context. A challenge for public sector organisations is how to strike and maintain a suitable balance between management for ongoing operations and leadership for deep-reaching change. Strategies for developing collective leadership capability are suggested.
A Literature Review on Public Leadership in Organizations
International Journal of Educational Administration, Management, and Leadership
The purpose of this study is to analyze the literature on public leadership, to identify emerging methods to research within that discipline, and to recommend potential research directions for the future. Our attention is focused on organisational leadership from the perspective of the PA, as opposed to other types of public leadership, such as political, community, and military leadership, which are discussed elsewhere. While conducting a literature review and analysis of public leadership, this research makes use of a new mix of bibliometric methodologies that have never been used before. The four basic approaches to public leadership (specifically, "functionalism," "behavioralism," "biography," and "reformism"), each with a distinct philosophy of science (viz., "objective vs. subjective") and the degree of analysis employed (i.e., "high vs. low"), are identified by our results (i.e. micro-level vs multi-level). Following...
Journal of Public Affairs, 2018
The 21st century public organization is faced with complex problems, informed stakeholders, and information flows, which necessitate a corresponding open system view of leadership. The traditional notions of public administration and new public management had been structured by strict bureaucratic rules and managerial flexibility, respectively. This paper begins by theorizing two hypothetical constructs (helicopter and deadbeat leadership), which engage in extreme micromanagement/surveillance and negligence/indifference, respectively. Those form basis for designing an optimal (transdisciplinary) leadership, which forges synergistic link between leaders, subordinates, and external actors in codesigning objectives and strategies to address societal problems. Strategies to promote transdisciplinary leadership are discussed.