Administrative Leadership Theory: A Reassessment After 10 Years (original) (raw)

Leadership in Public Administration: Three Perspectives

This paper is an academic comparison of leadership between the perspectives of Old Public Administration, New Public Administration, and New Public Management, with a short discussion on the best-practice model for modern leaders in the field of Public Administration.

Modern leadership principles for public administration: time to move forward

Journal of Public Affairs, 2012

The historical aversion to effective leadership in American public administration literature imposes a troubling controversy over the appropriateness of nonelected public leaders being allowed to exercise the authority and capability to make decisions regarding the direction, focus, and intensity of their organizational efforts. Using principles from distributed, transformational, and authentic leadership theories, we propose a new public leadership theory that addresses the emerging unique characteristics of the public sector and test this theory using three administrations of the Federal Human Capital Survey. Results show strong support for the application of these theories in the public service. We advocate for the research and teaching of modern leadership of these theories in the public administration field.

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.

Public Administration Leadership and Public Policies

European Conference on Management, Leadership and Governance, 2023

This is a study of Portuguese central public administration addressing leadership typology, using the Full Range Leadership (FRL) model to better understand the leadership effectiveness process (Bass & Avolio, 1994). The study examines of the impact of training, professional experience, and organizational context on managers' performance as well as predominant leadership styles. A total of 422 participants in the Portuguese state's central public administration responded to this quantitate research. The results indicate that the perception of leadership style differs significantly between leaders and followers, as does the perception of evaluation. Regarding the organization where they work, significant differences were found in the perception of transformational leadership, contingent rewards, laissez-faire, recruitment, training, and evaluation. The association between leadership style and public policies is significant, and this relationship is moderated by whether the participant holds a managerial position. This study tells us what type of leadership is predominant in public administration and its association with public policies.

Leadership and Management in Public Administration

Edukacja Ekonomistów i Menedżerów, 2020

All the organizations of the contemporary society require professional management. Special challenges are to be faced by public organizations which – because of their public mission – are obliged to take care of the common good. Proper management of public sector organizations by leaders with leadership qualities determine the level of public value attained by the very organizations. In the era of knowledge-based society, the rudimentary role of leadership is to achieve high standards by the organizations in the area of knowledge acquisition, knowledge sharing, implementation of innovative solutions and the ability to adapt to fast changing environment. Leadership is also about creating corporate cultural identity – a significant link between corporate mission and its human resources so as to develop the best possible standards of providing public services to inhabitants of the set community.

Reviewing Public Sector Leadership

International Journal of Business and Technology Management, 2023

Leadership is an essential component of public administration. There are variety of leadership dimensions, which evolves to highlight effective forms of leadership, in ensuring the stability of the government's administrative machinery. Using Quinn's (1988) dimensions of leadership, which are applicable to the current situation, 20 items were tested for validity using confirmatory factor analysis from the perspective of managerial groups and professionals from several ministries participated in the study. According to the findings, 17 measurement items have been validated, which demonstrates that two types of leadership exist in ensuring the organization's stability by taking into account the two existing internal and external environments. Failure to maintain control over these two environments will have an impact on the public sector's performance and add to the administration's instability. The ongoing effort to shape leadership must continue. The practical and methodological issues in relation to public leadership constructs are discussed in light of these findings.

Leadership in Public Administration: Which way to go

Whether performance in public administration is improving or not, it is not governments only concern, too much emphasis on performance distracts attention from organizational capacity and underlying government values. Thus caution should be exercised on sources of legitimacy based on authority used during recruitment of personnel. Different systems of authority attract different personnel who will perform or not. This paper discuses three sources of legitimacy for domination based on authority and their limitations: the charismatic authority, traditional authority and legal rationality.