Pub Date : 2024-01-01DOI: 10.1108/ijpl-07-2023-0057
Lana Grinev
PurposeThe purpose of this paper is to determine whether charismatic leadership strategies can be successfully implemented within structures, systems and tasks for social workers to increase case management successes, particularly client well-being, given that the six key charismatic leadership traits align with presented professionally bound ethical expectations.Design/methodology/approachA short generic qualitative review was done over fifteen publications, emphasizing the effects of charismatic leadership in domestic and foreign occupational domains.FindingsMethodological, thematic and theoretical analyses show that charismatic leadership strategies are active in relevant social work domains with positive participant impacts.Practical implicationsThe paper is intended to primarily investigate whether charismatic leadership is present in social work domains, and does not consider other leadership modalities.Originality/valueHigh-quality reviews from the presented methodological investigations suggest that charismatic leadership is an effective leadership modality that should be considered into client-involved structures and systems.
{"title":"Feasibility in embedding charismatic leadership strategies into social work applications","authors":"Lana Grinev","doi":"10.1108/ijpl-07-2023-0057","DOIUrl":"https://doi.org/10.1108/ijpl-07-2023-0057","url":null,"abstract":"PurposeThe purpose of this paper is to determine whether charismatic leadership strategies can be successfully implemented within structures, systems and tasks for social workers to increase case management successes, particularly client well-being, given that the six key charismatic leadership traits align with presented professionally bound ethical expectations.Design/methodology/approachA short generic qualitative review was done over fifteen publications, emphasizing the effects of charismatic leadership in domestic and foreign occupational domains.FindingsMethodological, thematic and theoretical analyses show that charismatic leadership strategies are active in relevant social work domains with positive participant impacts.Practical implicationsThe paper is intended to primarily investigate whether charismatic leadership is present in social work domains, and does not consider other leadership modalities.Originality/valueHigh-quality reviews from the presented methodological investigations suggest that charismatic leadership is an effective leadership modality that should be considered into client-involved structures and systems.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":"29 10","pages":""},"PeriodicalIF":1.8,"publicationDate":"2024-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139125876","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-12-19DOI: 10.1108/ijpl-09-2023-0066
Toan Khanh Tran Pham
PurposeLittle research has focused on empowering leadership (EL) in the context of public organizations. Thus, this study aims to explore the relationship between EL and public employees' well-being (EWB). In addition, utilizing a moderated mediation mechanism, this study investigates the mediating role of psychological empowerment (PE) and the moderating role of time pressure (TP) and collectivist orientation in the proposed model.Design/methodology/approachQuantitative data were collected from 643 public servants working in wards (grassroot-level government) in Vietnam. Partial least squares structural equation modeling (PLS-SEM) was employed to test the proposed relationships.FindingsThe results show that EL and PE have a significant positive effect on EWB. Moreover, PE has a complementary effect on this nexus. The results also lent credence to the moderating roles of TP and collectivist orientation.Practical implicationsThe empirical results of this inquiry provide valuable implications for public managers. The findings suggest that public managers can promote EWB by implementing EL and enhancing PE. Moreover, when designing and implementing tasks, managers should ensure sufficient time for their followers.Originality/valueThis study advances the understanding of public sector EWB via the predictive role of empowering leaders and the mediation mechanism of PE. Moreover, this study is among the pioneering studies exploring the moderating role of TP and collectivist orientation on these relationships.
目的 对公共组织中授权型领导（EL）的研究较少。因此，本研究旨在探讨增强领导力（EL）与公共雇员幸福感（EWB）之间的关系。此外，本研究利用调节中介机制，探讨了心理授权（PE）的中介作用以及时间压力（TP）和集体主义取向在拟议模型中的调节作用。结果结果表明，EL 和 PE 对 EWB 有显著的正向影响。此外，PE 对这一关系具有补充作用。本研究的实证结果为公共管理者提供了有价值的启示。研究结果表明，公共管理者可以通过实施EL和加强PE来促进EWB。此外，在设计和执行任务时，管理者应确保追随者有足够的时间。原创性/价值本研究通过授权型领导的预测作用和 PE 的中介机制，推进了对公共部门 EWB 的理解。此外，本研究也是探索TP和集体主义取向对这些关系的调节作用的开创性研究之一。
{"title":"Empowering leadership and employee well-being: the role of psychological empowerment and time pressure","authors":"Toan Khanh Tran Pham","doi":"10.1108/ijpl-09-2023-0066","DOIUrl":"https://doi.org/10.1108/ijpl-09-2023-0066","url":null,"abstract":"PurposeLittle research has focused on empowering leadership (EL) in the context of public organizations. Thus, this study aims to explore the relationship between EL and public employees' well-being (EWB). In addition, utilizing a moderated mediation mechanism, this study investigates the mediating role of psychological empowerment (PE) and the moderating role of time pressure (TP) and collectivist orientation in the proposed model.Design/methodology/approachQuantitative data were collected from 643 public servants working in wards (grassroot-level government) in Vietnam. Partial least squares structural equation modeling (PLS-SEM) was employed to test the proposed relationships.FindingsThe results show that EL and PE have a significant positive effect on EWB. Moreover, PE has a complementary effect on this nexus. The results also lent credence to the moderating roles of TP and collectivist orientation.Practical implicationsThe empirical results of this inquiry provide valuable implications for public managers. The findings suggest that public managers can promote EWB by implementing EL and enhancing PE. Moreover, when designing and implementing tasks, managers should ensure sufficient time for their followers.Originality/valueThis study advances the understanding of public sector EWB via the predictive role of empowering leaders and the mediation mechanism of PE. Moreover, this study is among the pioneering studies exploring the moderating role of TP and collectivist orientation on these relationships.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" 37","pages":""},"PeriodicalIF":1.8,"publicationDate":"2023-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138962360","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-12-12DOI: 10.1108/ijpl-08-2023-0062
Josephine Ackim, Rogers Rugeiyamu, Adam Msendo
PurposeDeterioration of integrity is featured in public service across the globe, including Tanzania. Local government authorities (LGAs) are among the areas where such practices have been reported. However, factors compromising integrity in LGAs receives less attention from the literature. Citing 19 LGAs from Tanzania, this study aims to examine contributes to this debate.Design/methodology/approachA sequential explanatory research design was applied. Data were collected from 54 respondents through survey questionnaires, interviews and a documentary review. The study was guided by Hoekstra theoretical framework for assessing integrity practices in LGAs.FindingsThe findings revealed that maintaining integrity in Tanzania's LGAs is still challenging. Poor institutionalization processes, institutional unpreparedness, insufficient integrity policy execution and being less informed of moral development of recruited public servants are said to compromise integrity in Tanzania LGAs. This qualifies to conclude that institutional pathologies and moral history of public servants are the major factors contributing to integrity deterioration in Tanzania LGAs. This has resulted in subpar service delivery and the waste of public funds.Research limitations/implicationsThis study confined itself to Tanzania LGAs. More studies could be conducted to LGAs in other countries struggling with the same problem. On the same ground, moral development should be studied more to ensure that the public service receives ethical public servants in the future.Practical implicationsThe theoretical framework for assessing integrity systems in LGAs as proposed by Hoekstra (2022) could be applied by other countries struggling with the same challenge.Originality/valueLGAs must implement an integrity-based self-reflection technique that will allow them to assess their current condition and come up with solutions. Furthermore, institutional policies must be strengthened to govern ethical behavior in LGAs.
{"title":"Interrogating the practice of integrity in Tanzania public service","authors":"Josephine Ackim, Rogers Rugeiyamu, Adam Msendo","doi":"10.1108/ijpl-08-2023-0062","DOIUrl":"https://doi.org/10.1108/ijpl-08-2023-0062","url":null,"abstract":"PurposeDeterioration of integrity is featured in public service across the globe, including Tanzania. Local government authorities (LGAs) are among the areas where such practices have been reported. However, factors compromising integrity in LGAs receives less attention from the literature. Citing 19 LGAs from Tanzania, this study aims to examine contributes to this debate.Design/methodology/approachA sequential explanatory research design was applied. Data were collected from 54 respondents through survey questionnaires, interviews and a documentary review. The study was guided by Hoekstra theoretical framework for assessing integrity practices in LGAs.FindingsThe findings revealed that maintaining integrity in Tanzania's LGAs is still challenging. Poor institutionalization processes, institutional unpreparedness, insufficient integrity policy execution and being less informed of moral development of recruited public servants are said to compromise integrity in Tanzania LGAs. This qualifies to conclude that institutional pathologies and moral history of public servants are the major factors contributing to integrity deterioration in Tanzania LGAs. This has resulted in subpar service delivery and the waste of public funds.Research limitations/implicationsThis study confined itself to Tanzania LGAs. More studies could be conducted to LGAs in other countries struggling with the same problem. On the same ground, moral development should be studied more to ensure that the public service receives ethical public servants in the future.Practical implicationsThe theoretical framework for assessing integrity systems in LGAs as proposed by Hoekstra (2022) could be applied by other countries struggling with the same challenge.Originality/valueLGAs must implement an integrity-based self-reflection technique that will allow them to assess their current condition and come up with solutions. Furthermore, institutional policies must be strengthened to govern ethical behavior in LGAs.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":"15 1","pages":""},"PeriodicalIF":1.8,"publicationDate":"2023-12-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139008604","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-12-07DOI: 10.1108/ijpl-01-2023-0001
Keyhan Shams, Mehrnegar Barahouei, Kerry L. Priest
PurposeThis paper introduces a conceptual lens for leading social change in slums and informal settlements. In line with this aim, the purpose of this case study is to describe the public problem-solving approach of a social change organization situated in an informal settlement through the lens of adaptive leadership, complexity theory and social change leadership (SCL).Design/methodology/approachThis paper follows an engaged reflection tradition. First, the author-practitioners describe an informal settlement case hereafter called ISC in southeast Iran where many people have historically remained undocumented and uneducated. Using complex adaptive systems theory, adaptive leadership and SCL as the conceptual lens, the paper analyzes ISC as a complex adaptive context in which the community and the government are in tension in solving problems, particularly illiteracy. The instrumental case study draws from participant observation and document analysis to describe and examine the endeavors of a community office operating within ISC. Through this reflective analysis, the authors illustrate how a social change organization can effectively tackle public issues like illiteracy within informal settlements.FindingsThis paper applies complexity leadership theory to a social context. The study illustrates how social change organizations can support the transformation of informal spaces into adaptive spaces to enact social change.Originality/valueThis paper reflects on engagement activity near the insecure borders of Iran, Afghanistan and Pakistan. By extending an organizational-level theory to the public sphere, this paper contributes theoretically to the complexity theory literature. Moreover, it provides a practical insight for community development and slum upgrading projects.
{"title":"Enabling social change: a case study of complex adaptive leadership within an informal settlement in Iran","authors":"Keyhan Shams, Mehrnegar Barahouei, Kerry L. Priest","doi":"10.1108/ijpl-01-2023-0001","DOIUrl":"https://doi.org/10.1108/ijpl-01-2023-0001","url":null,"abstract":"PurposeThis paper introduces a conceptual lens for leading social change in slums and informal settlements. In line with this aim, the purpose of this case study is to describe the public problem-solving approach of a social change organization situated in an informal settlement through the lens of adaptive leadership, complexity theory and social change leadership (SCL).Design/methodology/approachThis paper follows an engaged reflection tradition. First, the author-practitioners describe an informal settlement case hereafter called ISC in southeast Iran where many people have historically remained undocumented and uneducated. Using complex adaptive systems theory, adaptive leadership and SCL as the conceptual lens, the paper analyzes ISC as a complex adaptive context in which the community and the government are in tension in solving problems, particularly illiteracy. The instrumental case study draws from participant observation and document analysis to describe and examine the endeavors of a community office operating within ISC. Through this reflective analysis, the authors illustrate how a social change organization can effectively tackle public issues like illiteracy within informal settlements.FindingsThis paper applies complexity leadership theory to a social context. The study illustrates how social change organizations can support the transformation of informal spaces into adaptive spaces to enact social change.Originality/valueThis paper reflects on engagement activity near the insecure borders of Iran, Afghanistan and Pakistan. By extending an organizational-level theory to the public sphere, this paper contributes theoretically to the complexity theory literature. Moreover, it provides a practical insight for community development and slum upgrading projects.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":"53 5","pages":""},"PeriodicalIF":1.8,"publicationDate":"2023-12-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138591933","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-21DOI: 10.1108/ijpl-02-2023-0006
Dovhani Johannes Mulaudzi, Joseph Francis, J. Zuwarimwe, James Chakwizira
PurposeThe purpose of the study was to determine the major criteria for a credible integrated development planning (IDP) process in Mbombela municipality, Mpumalanga Province, South Africa.Design/methodology/approachThe study utilizes a combination of sequential exploratory and explanatory mixed methods. About 120 key informants participated in the structured questionnaire, and a further seven interviews were conducted as elite interviews. Four multistakeholder workshop sessions with up to sixty-six participants each were conducted.FindingsTo strengthen the integrated planning in local government, the study recommended “stakeholder participation and ownership,” “leadership and accountability,” “impact and outcome-based focus,” “a compact value chain” and “monitoring and evaluation.”Originality/valueThe IDP process is a tactical planning gadget designed to achieve transformation and introduce new systems of governance. IDPs currently tend to lack standard criteria to measure their performance in promoting public leadership and responding to community needs, which is a major challenge in many municipalities across South Africa. Since its introduction in 2000 to fast-track service delivery, concerns have been raised about why there are still constant protests alleged to be caused by poor service delivery.
{"title":"Major criteria of credible integrated development planning in local government: city of Mbombela, Ehlanzeni District, South Africa","authors":"Dovhani Johannes Mulaudzi, Joseph Francis, J. Zuwarimwe, James Chakwizira","doi":"10.1108/ijpl-02-2023-0006","DOIUrl":"https://doi.org/10.1108/ijpl-02-2023-0006","url":null,"abstract":"PurposeThe purpose of the study was to determine the major criteria for a credible integrated development planning (IDP) process in Mbombela municipality, Mpumalanga Province, South Africa.Design/methodology/approachThe study utilizes a combination of sequential exploratory and explanatory mixed methods. About 120 key informants participated in the structured questionnaire, and a further seven interviews were conducted as elite interviews. Four multistakeholder workshop sessions with up to sixty-six participants each were conducted.FindingsTo strengthen the integrated planning in local government, the study recommended “stakeholder participation and ownership,” “leadership and accountability,” “impact and outcome-based focus,” “a compact value chain” and “monitoring and evaluation.”Originality/valueThe IDP process is a tactical planning gadget designed to achieve transformation and introduce new systems of governance. IDPs currently tend to lack standard criteria to measure their performance in promoting public leadership and responding to community needs, which is a major challenge in many municipalities across South Africa. Since its introduction in 2000 to fast-track service delivery, concerns have been raised about why there are still constant protests alleged to be caused by poor service delivery.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":"110 ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2023-11-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139250624","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-20DOI: 10.1108/ijpl-01-2023-0003
Pragya Singh, Karishma Chaudhary
PurposeA leader who inspires, facilitates and leads people to outperform themselves and bring phenomenal changes on an individual and social canvas is recognized as a transformational leader (TL). TL focuses on innovative methods and processes to improve the efficiency of subordinates. Experts believe that transformational leadership management is more effective than pragmatic leadership. This study focuses on the traits of a TL. Mr. Dhirendra Kumar, Managing Director of Jharcraft, who set out on a mission to lead people to revive the lost art and craft in the state of Jharkhand, India. The case highlights how Kumar's leadership style aligns with the four components of transformational leadership suggested by Bass (1985), i.e. idealized influence, intellectual stimulation, inspirational motivation and individual considerations.Design/methodology/approachThe study employs a qualitative approach to comprehend the theory of transformational leadership. First of all, an in-depth analysis of transformational leadership theory was conducted using secondary data. The findings of several researchers on the basis of their contribution to the development of transformational leadership theory were analyzed. Based on this, the Bass transformational theory framework was selected. Primary data were collected by conducting interviews with Mr. Dhirendra Kumar, Managing Director of Jharcraft.FindingsTransformational leadership is a leadership style that can inspire positive changes in those who follow. TLs are generally energetic, enthusiastic and passionate. As per Bass's transformational leadership components, Kumar challenged the status quo and imbibed creativity and skill into local artisans. Artisans were imparted training by experts from the National Institute of Fashion and Technology and provided intellectual stimulation. Kumar offered support and encouragement to individual followers. In order to foster supportive relationships, Kumar articulated a clear vision to the followers. Kumar served as a role model for followers. Because followers trust and respect the leader, they emulate this individual and internalize the individual's ideals.Research limitations/implicationsThis study only considered the traits portrayed by Dhirendra Kumar during Kumar's tenure as the Managing Director of Warcraft, and the data were collected at one single point in time. Future research may consider Kumar's entire service journey and study factors that influenced his role as a TL.Practical implicationsStudents will be able to learn and understand how a TL can bring positive change at the grassroots level.Social implicationsThis case focuses on how a TL's efforts led to the societal upliftment of poor people and made them capable.Originality/valueGiven the importance of transformational leadership in today's organizational context, this study builds a knowledge base to understand factors for transformational leadership and traits exhibited by TLs.
{"title":"Jharcraft: a gift of transformational leadership in an Indian state-owned enterprise","authors":"Pragya Singh, Karishma Chaudhary","doi":"10.1108/ijpl-01-2023-0003","DOIUrl":"https://doi.org/10.1108/ijpl-01-2023-0003","url":null,"abstract":"PurposeA leader who inspires, facilitates and leads people to outperform themselves and bring phenomenal changes on an individual and social canvas is recognized as a transformational leader (TL). TL focuses on innovative methods and processes to improve the efficiency of subordinates. Experts believe that transformational leadership management is more effective than pragmatic leadership. This study focuses on the traits of a TL. Mr. Dhirendra Kumar, Managing Director of Jharcraft, who set out on a mission to lead people to revive the lost art and craft in the state of Jharkhand, India. The case highlights how Kumar's leadership style aligns with the four components of transformational leadership suggested by Bass (1985), i.e. idealized influence, intellectual stimulation, inspirational motivation and individual considerations.Design/methodology/approachThe study employs a qualitative approach to comprehend the theory of transformational leadership. First of all, an in-depth analysis of transformational leadership theory was conducted using secondary data. The findings of several researchers on the basis of their contribution to the development of transformational leadership theory were analyzed. Based on this, the Bass transformational theory framework was selected. Primary data were collected by conducting interviews with Mr. Dhirendra Kumar, Managing Director of Jharcraft.FindingsTransformational leadership is a leadership style that can inspire positive changes in those who follow. TLs are generally energetic, enthusiastic and passionate. As per Bass's transformational leadership components, Kumar challenged the status quo and imbibed creativity and skill into local artisans. Artisans were imparted training by experts from the National Institute of Fashion and Technology and provided intellectual stimulation. Kumar offered support and encouragement to individual followers. In order to foster supportive relationships, Kumar articulated a clear vision to the followers. Kumar served as a role model for followers. Because followers trust and respect the leader, they emulate this individual and internalize the individual's ideals.Research limitations/implicationsThis study only considered the traits portrayed by Dhirendra Kumar during Kumar's tenure as the Managing Director of Warcraft, and the data were collected at one single point in time. Future research may consider Kumar's entire service journey and study factors that influenced his role as a TL.Practical implicationsStudents will be able to learn and understand how a TL can bring positive change at the grassroots level.Social implicationsThis case focuses on how a TL's efforts led to the societal upliftment of poor people and made them capable.Originality/valueGiven the importance of transformational leadership in today's organizational context, this study builds a knowledge base to understand factors for transformational leadership and traits exhibited by TLs.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":"22 4","pages":""},"PeriodicalIF":1.8,"publicationDate":"2023-11-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139254815","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-20DOI: 10.1108/ijpl-07-2023-0051
K. Lamidi, Lusanda Juta, Vukosi Mathonsi
PurposeThis paper aims to present relevant literature review to build up the case pertaining to the impact of traditional leadership in the demarcation of municipal boundaries in South Africa. Municipal boundary demarcation remains a major contentious issue during the process of establishing municipalities. Little or no attention has been paid to the significance of traditional leadership in resolving issues around boundary demarcation between municipalities, hence this paper.Design/methodology/approachThis paper adopted case study design. Data were collected from secondary sources and the contents were analyzed for this research purpose.FindingsThis paper put boundary in municipal context as a result of spatial reconfiguration process. It also discussed the impactful roles of traditional leadership as an institution involved in municipal (re)demarcation processes.Research limitations/implicationsThis paper focusses on the contemporary roles that traditional leadership is at vantage position to play in the process of municipal boundary demarcation. Therefore, the paper concludes that traditional leadership could resolve issue of ethnicity as a causal factor mitigating the redemarcation of municipal boundaries.Originality/valueIt contributes to existing knowledge by providing information on the roles of traditional leadership that could complement the resolution of the ethnic complexities arising from municipal (re)demarcation processes.
{"title":"Traditional leadership and boundary demarcation in South Africa: Collins Chabane local municipality as a case study","authors":"K. Lamidi, Lusanda Juta, Vukosi Mathonsi","doi":"10.1108/ijpl-07-2023-0051","DOIUrl":"https://doi.org/10.1108/ijpl-07-2023-0051","url":null,"abstract":"PurposeThis paper aims to present relevant literature review to build up the case pertaining to the impact of traditional leadership in the demarcation of municipal boundaries in South Africa. Municipal boundary demarcation remains a major contentious issue during the process of establishing municipalities. Little or no attention has been paid to the significance of traditional leadership in resolving issues around boundary demarcation between municipalities, hence this paper.Design/methodology/approachThis paper adopted case study design. Data were collected from secondary sources and the contents were analyzed for this research purpose.FindingsThis paper put boundary in municipal context as a result of spatial reconfiguration process. It also discussed the impactful roles of traditional leadership as an institution involved in municipal (re)demarcation processes.Research limitations/implicationsThis paper focusses on the contemporary roles that traditional leadership is at vantage position to play in the process of municipal boundary demarcation. Therefore, the paper concludes that traditional leadership could resolve issue of ethnicity as a causal factor mitigating the redemarcation of municipal boundaries.Originality/valueIt contributes to existing knowledge by providing information on the roles of traditional leadership that could complement the resolution of the ethnic complexities arising from municipal (re)demarcation processes.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":"79 1","pages":""},"PeriodicalIF":1.8,"publicationDate":"2023-11-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139257841","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-14DOI: 10.1108/ijpl-05-2023-0041
Barbara van der Steen, Joke van Saane, Gerda van Dijk
Purpose The purpose of this article is to phenomenologically explore the reflective practices of leaders in public organisations amidst a complex societal context in combination with rapid changes. In this article, the authors specifically explore the lived experiences of public leaders to generate new hypotheses concerning their reflective practices. Design/methodology/approach The phenomenological methodology consists of analysing the lived experiences of 13 public leaders, collected in an in-depth interview and written reflections. Findings The thick data offer new and up-to-date insights into the daily experiences of public leaders concerning their challenges, the effect of the addictive and alienating forces, their reflex to withdrawal when facing emotional incidents and the effects of their contradictory mindsets. Practical implications The practical implication is a critical approach towards reflective practices of public leaders. The risk is that reflectivity is approached as a socially desirable instrumental ritual. Considering the needs and desires the public leaders shared, the authors wonder: Is there a growing importance of reflective time and space – or, above all, meaningful relations and resonant moments amidst the alienation forces? Originality/value The phenomenological exploration offers concrete insights into the daily experience of public leaders', as opposed to the often-abstract theory. The new hypotheses provide a new starting point for further critical phenomenological research.
{"title":"Public leaders in accelerated times: a qualitative study on their reflective practices in the Netherlands","authors":"Barbara van der Steen, Joke van Saane, Gerda van Dijk","doi":"10.1108/ijpl-05-2023-0041","DOIUrl":"https://doi.org/10.1108/ijpl-05-2023-0041","url":null,"abstract":"Purpose The purpose of this article is to phenomenologically explore the reflective practices of leaders in public organisations amidst a complex societal context in combination with rapid changes. In this article, the authors specifically explore the lived experiences of public leaders to generate new hypotheses concerning their reflective practices. Design/methodology/approach The phenomenological methodology consists of analysing the lived experiences of 13 public leaders, collected in an in-depth interview and written reflections. Findings The thick data offer new and up-to-date insights into the daily experiences of public leaders concerning their challenges, the effect of the addictive and alienating forces, their reflex to withdrawal when facing emotional incidents and the effects of their contradictory mindsets. Practical implications The practical implication is a critical approach towards reflective practices of public leaders. The risk is that reflectivity is approached as a socially desirable instrumental ritual. Considering the needs and desires the public leaders shared, the authors wonder: Is there a growing importance of reflective time and space – or, above all, meaningful relations and resonant moments amidst the alienation forces? Originality/value The phenomenological exploration offers concrete insights into the daily experience of public leaders', as opposed to the often-abstract theory. The new hypotheses provide a new starting point for further critical phenomenological research.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":"22 7","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134991217","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-10DOI: 10.1108/ijpl-02-2023-0013
David Nkengbeza, Eugene L. Maemeko, Percy Mashebe
Purpose The purpose of this study is to assess teachers' and principals' perception towards the role of collective learning (CL) and application in building professional learning communities (PLCs) in schools in one selected circuit in the Zambezi Region. Design/methodology/approach Quantitative research method was used, and the data were collected using PLCs’ questionnaires revised for circuit and region in Namibia. A total of 340 teachers and principals in primary, combined and secondary schools were involved in this research. Based on teachers and principals' assessment, high- and low-performing factors of CL are presented and explained. Findings The major findings are that the majority of participants either strongly agreed or agreed with almost all the statements. It was only in the statement that “teachers and the broader community role players come together to discuss better ways to solve problems” that a majority of participants disagreed. This research challenges all those involved in building up PLCs to think more about CL when they are in the process of structuring their schools as PLCs. Originality/value This article is the original work of these authors and has not been submitted to other journals for publication.
{"title":"The role of collective learning in building professional learning communities in schools in the Zambezi region of Namibia","authors":"David Nkengbeza, Eugene L. Maemeko, Percy Mashebe","doi":"10.1108/ijpl-02-2023-0013","DOIUrl":"https://doi.org/10.1108/ijpl-02-2023-0013","url":null,"abstract":"Purpose The purpose of this study is to assess teachers' and principals' perception towards the role of collective learning (CL) and application in building professional learning communities (PLCs) in schools in one selected circuit in the Zambezi Region. Design/methodology/approach Quantitative research method was used, and the data were collected using PLCs’ questionnaires revised for circuit and region in Namibia. A total of 340 teachers and principals in primary, combined and secondary schools were involved in this research. Based on teachers and principals' assessment, high- and low-performing factors of CL are presented and explained. Findings The major findings are that the majority of participants either strongly agreed or agreed with almost all the statements. It was only in the statement that “teachers and the broader community role players come together to discuss better ways to solve problems” that a majority of participants disagreed. This research challenges all those involved in building up PLCs to think more about CL when they are in the process of structuring their schools as PLCs. Originality/value This article is the original work of these authors and has not been submitted to other journals for publication.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":"38 25","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135092005","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-31DOI: 10.1108/ijpl-06-2023-0045
Jenni Kantola, Kirsi Lehto, Riitta Viitala
Purpose This study explores municipal leaders' perceptions on strategic human resource management in their local government organization. Previous studies on companies demonstrate that the top manager's perceptions of the importance of human resource management (HRM) for the organization are reflected in the quality of human resource management and its strategic role. The authors are interested in how leaders in municipalities perceive HRM. Design/methodology/approach The authors interviewed 30 leaders of Finnish municipalities for this qualitative study focused on municipal leaders' perceptions of HRM. The authors applied a discourse analytical approach in the analysis. Findings The authors recognized four discourses that frame perceptions of HRM: HRM as a strategic weapon, HRM as an underperformer, HRM as a matter of formality and HRM as a cost generator. In addition, the authors recognized that the discourses reflected leaders' self-positioning in relation to the power to impact issues related to HRM. Shifting between distinct roles demonstrated that municipal leaders' emphasis on HRM and its strategic alignment reflects the power relations in the municipality and the attitudes to the importance of HRM. Originality/value This study contributes to the academic discussions on HRM in municipalities and provides views on the municipal leader's role and impact on valuing and investing in HRM. From a practical point of view, the study will increase municipal leaders' knowledge of HRM's impact on the performance of the organization and also of the possible means of HRM.
{"title":"“From strategic weapon to underperformer”—leader perceptions on human resource management in Finnish municipalities","authors":"Jenni Kantola, Kirsi Lehto, Riitta Viitala","doi":"10.1108/ijpl-06-2023-0045","DOIUrl":"https://doi.org/10.1108/ijpl-06-2023-0045","url":null,"abstract":"Purpose This study explores municipal leaders' perceptions on strategic human resource management in their local government organization. Previous studies on companies demonstrate that the top manager's perceptions of the importance of human resource management (HRM) for the organization are reflected in the quality of human resource management and its strategic role. The authors are interested in how leaders in municipalities perceive HRM. Design/methodology/approach The authors interviewed 30 leaders of Finnish municipalities for this qualitative study focused on municipal leaders' perceptions of HRM. The authors applied a discourse analytical approach in the analysis. Findings The authors recognized four discourses that frame perceptions of HRM: HRM as a strategic weapon, HRM as an underperformer, HRM as a matter of formality and HRM as a cost generator. In addition, the authors recognized that the discourses reflected leaders' self-positioning in relation to the power to impact issues related to HRM. Shifting between distinct roles demonstrated that municipal leaders' emphasis on HRM and its strategic alignment reflects the power relations in the municipality and the attitudes to the importance of HRM. Originality/value This study contributes to the academic discussions on HRM in municipalities and provides views on the municipal leader's role and impact on valuing and investing in HRM. From a practical point of view, the study will increase municipal leaders' knowledge of HRM's impact on the performance of the organization and also of the possible means of HRM.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":"67 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135872336","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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