Pub Date : 2023-02-28DOI: 10.1108/ijpl-05-2022-0025
S. Mishra, Molla Hussen Hassen
PurposeThis study aims mainly to examine the mediating role of public service motivation (PSM) in the relationship between servant leadership and employee performance in the context of Ethiopian public sector organization employees.Design/methodology/approachA survey design has been used, where all the 154 employees from seven public sector organizations participated. A confirmatory factor analysis employed on the 149 valid responses further validated the hypothesized model.FindingsThe study supported the significant relationship between servant leadership, public service motivation and job performance. Moreover, it exhibited a complete mediating effect of public service motivation, on the relationship between servant leadership and an employee's job performance.Practical implicationsThe successful mediation of PSM into servant leadership and job performance indicates that the new government must focus on empowering colleagues to have a say in the department-level policy formulation process.Originality/valueThe novelty of this study stems from the fact that it is a rare study that investigates the relationship between PSM and servant leadership and job performance in Africa, particularly in Ethiopia, where a regime change in 2018 triggered a flurry of reforms to the public sector work culture.
{"title":"Servant leadership and employee's job performance: the role of public service motivation in Ethiopian public sector organizations","authors":"S. Mishra, Molla Hussen Hassen","doi":"10.1108/ijpl-05-2022-0025","DOIUrl":"https://doi.org/10.1108/ijpl-05-2022-0025","url":null,"abstract":"PurposeThis study aims mainly to examine the mediating role of public service motivation (PSM) in the relationship between servant leadership and employee performance in the context of Ethiopian public sector organization employees.Design/methodology/approachA survey design has been used, where all the 154 employees from seven public sector organizations participated. A confirmatory factor analysis employed on the 149 valid responses further validated the hypothesized model.FindingsThe study supported the significant relationship between servant leadership, public service motivation and job performance. Moreover, it exhibited a complete mediating effect of public service motivation, on the relationship between servant leadership and an employee's job performance.Practical implicationsThe successful mediation of PSM into servant leadership and job performance indicates that the new government must focus on empowering colleagues to have a say in the department-level policy formulation process.Originality/valueThe novelty of this study stems from the fact that it is a rare study that investigates the relationship between PSM and servant leadership and job performance in Africa, particularly in Ethiopia, where a regime change in 2018 triggered a flurry of reforms to the public sector work culture.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2023-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45354469","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 : 2023-02-10DOI: 10.1108/ijpl-04-2022-0020
Ansar Abbas, D. Ekowati, Aisha Anwar
PurposeFrom a lay theory standpoint, the authentic leadership journey has not been perceived together. This research aims to examine how both theories might be combined to reveal an authentic leadership journey in the eyes of laypeople when they perceive commitment and performance in an organization.Design/methodology/approachUsing simple random sampling, this research used a self-administered questionnaire prepared and distributed to higher education professionals in Islamabad. SPSS was used to compute the data, and PLS Smart was used to determine the path analysis.FindingsThe need for authenticity among humans is not a phantom, but the perspective is more toward better performance. In Pakistan, the general public and the educational establishment may benefit from greater self-awareness.Originality/valueThis study sheds light on a new phenomenon that can help us better comprehend what it means to be an authentic leader.
{"title":"Authentic leadership journey: an empirical discussion from Pakistani higher education employing the lay theory of psychology","authors":"Ansar Abbas, D. Ekowati, Aisha Anwar","doi":"10.1108/ijpl-04-2022-0020","DOIUrl":"https://doi.org/10.1108/ijpl-04-2022-0020","url":null,"abstract":"PurposeFrom a lay theory standpoint, the authentic leadership journey has not been perceived together. This research aims to examine how both theories might be combined to reveal an authentic leadership journey in the eyes of laypeople when they perceive commitment and performance in an organization.Design/methodology/approachUsing simple random sampling, this research used a self-administered questionnaire prepared and distributed to higher education professionals in Islamabad. SPSS was used to compute the data, and PLS Smart was used to determine the path analysis.FindingsThe need for authenticity among humans is not a phantom, but the perspective is more toward better performance. In Pakistan, the general public and the educational establishment may benefit from greater self-awareness.Originality/valueThis study sheds light on a new phenomenon that can help us better comprehend what it means to be an authentic leader.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2023-02-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49567358","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 : 2023-01-19DOI: 10.1108/ijpl-02-2022-0010
Kutisha Ebron, Cheyenne Luzynski, Carolynn S. Nath Komanski
PurposeThis paper critiques how the member states adopted the United Nations (UN) Sustainable Development Goals (SDGs) in a concerted effort to improve the lives and meet the basic needs of all global citizens. COVID-19 has been an unexpected precipitous monitoring system that has exposed the current implemented policies and systems, begging the question, “are these goals failing?” Furthermore, may it be equated to failed leadership on a global scale? The UN 17 SDGs is an urgent call for union by all countries – developed and developing – recognizes that ending poverty and other deprivations must go hand-in-hand with strategies that improve health and education, reduce inequality and spur economic growth. This paper is central to addressing the shortcomings of UN leadership and multilateral organizations. The UN coordinates multilateral organizations' actions in reaching the most marginalized communities (United Nations, 2015). Hence, these outcomes have become more distant to those without means and most in need, a likely consequence of program failure and our globalized world. The pandemic has taught us national solutions to global problems fall short and may only exacerbate the outcome. The authors approach this as a failure of global leadership. The UN's pledge to “Leave No One Behind” has undermined its commitment to poverty and inequalities of racism and sectarianism. The UN staff are often unprepared to deal with the issues they have contributed to. They continue to perpetuate the inequalities that stem from racism and discrimination even though the pledge is to leave no one behind. The 17 SDGs are designed to impact citizens' health and livelihood. The goals have direct and indirect effects on women, children and the most marginalized groups residing in urban cities across the globe. This article examines systemic racism and the UN and its impact on the SDGs’ agenda.Design/methodology/approachThis article proposes a human-centered approach to address leadership inadequacies in a global public leadership institution using a literature review and contemporary cases.FindingsThis article argues a premise for the UN institutions to adapt their leadership approaches to better understand the global communities with whom they serve.Practical implicationsThis article is directed to multi-lateral leaders and governments in hopes to expose inequities and hypocrisies in order to advance more inclusive and culturally responsive approaches to tackle the most challenging social issues the world faces.Originality/valueThis article draws on current events of racism that challenge one of the largest global institutions and can potentially undermine the achievement of meeting the 2030 UN SDGs for any country.
{"title":"Leave No One Behind: how systemic racism impacts Sustainable Development Goals","authors":"Kutisha Ebron, Cheyenne Luzynski, Carolynn S. Nath Komanski","doi":"10.1108/ijpl-02-2022-0010","DOIUrl":"https://doi.org/10.1108/ijpl-02-2022-0010","url":null,"abstract":"PurposeThis paper critiques how the member states adopted the United Nations (UN) Sustainable Development Goals (SDGs) in a concerted effort to improve the lives and meet the basic needs of all global citizens. COVID-19 has been an unexpected precipitous monitoring system that has exposed the current implemented policies and systems, begging the question, “are these goals failing?” Furthermore, may it be equated to failed leadership on a global scale? The UN 17 SDGs is an urgent call for union by all countries – developed and developing – recognizes that ending poverty and other deprivations must go hand-in-hand with strategies that improve health and education, reduce inequality and spur economic growth. This paper is central to addressing the shortcomings of UN leadership and multilateral organizations. The UN coordinates multilateral organizations' actions in reaching the most marginalized communities (United Nations, 2015). Hence, these outcomes have become more distant to those without means and most in need, a likely consequence of program failure and our globalized world. The pandemic has taught us national solutions to global problems fall short and may only exacerbate the outcome. The authors approach this as a failure of global leadership. The UN's pledge to “Leave No One Behind” has undermined its commitment to poverty and inequalities of racism and sectarianism. The UN staff are often unprepared to deal with the issues they have contributed to. They continue to perpetuate the inequalities that stem from racism and discrimination even though the pledge is to leave no one behind. The 17 SDGs are designed to impact citizens' health and livelihood. The goals have direct and indirect effects on women, children and the most marginalized groups residing in urban cities across the globe. This article examines systemic racism and the UN and its impact on the SDGs’ agenda.Design/methodology/approachThis article proposes a human-centered approach to address leadership inadequacies in a global public leadership institution using a literature review and contemporary cases.FindingsThis article argues a premise for the UN institutions to adapt their leadership approaches to better understand the global communities with whom they serve.Practical implicationsThis article is directed to multi-lateral leaders and governments in hopes to expose inequities and hypocrisies in order to advance more inclusive and culturally responsive approaches to tackle the most challenging social issues the world faces.Originality/valueThis article draws on current events of racism that challenge one of the largest global institutions and can potentially undermine the achievement of meeting the 2030 UN SDGs for any country.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":"1 1","pages":""},"PeriodicalIF":1.8,"publicationDate":"2023-01-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43520307","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 : 2023-01-17DOI: 10.1108/ijpl-07-2022-0042
Tanveer Ahmad Shah, Z. Parray, Shahbaz Ul Islam
PurposeThe goal of this research is to investigate the association between transformational leadership style, psychological capital and job attitude (job satisfaction and organization commitment). Transformational leadership's effects on these job attitudes were also analysed in terms of the mediating effects of psychological capital.Design/methodology/approachThe authors received 296 authentic questionnaires from the para-medical staff working in different public and private healthcare institutes in Jammu and Kashmir, India, and these were then analysed by using SEM with SPSS 25.0 and AMOS 19.FindingsResults implied that transformational leadership increased the levels of employees' job attitudes. The results further displayed that transformational leadership and psychological capital in the workplace are positively associated. The results also showed that psychological capital was positively linked with job attitudes. Moreover, psychological capital serves as a mediating construct between transformational leadership and job attitudes.Practical implicationsThe outcomes of this research will help in comprehending the significance of transformational leadership and psychological capital. Further, these research findings affirm the effectiveness of transformational leadership and psychological capital in forecasting positive job attitudes in the Indian work context. The administrators and policymakers in the healthcare sector can implement these concepts to reduce negative job outcomes.Originality/valueThis study expanded on Deci et al.’s (2017) existing self-determination theory model by incorporating leadership style and psychological capital as workplace context and autonomous intrinsic factors, respectively, into the self-determination theory model to study work behaviours of job satisfaction and commitment. This study contributes to existing self-determination theory knowledge by proposing and testing psychological capital as a mechanism for determining the effect of transformational leadership on job attitudes (job satisfaction and organizational commitment).
目的探讨变革型领导风格、心理资本与工作态度(工作满意度和组织承诺)之间的关系。本文还从心理资本的中介作用角度分析了变革型领导对这些工作态度的影响。设计/方法/方法作者从印度查谟和克什米尔不同公立和私立医疗机构的辅助医务人员那里收到296份真实问卷，然后使用SEM和SPSS 25.0和AMOS 19对这些问卷进行分析。结果表明，变革型领导提高了员工的工作态度水平。结果进一步表明，变革型领导与职场心理资本正相关。结果还表明，心理资本与工作态度呈正相关。此外，心理资本在变革型领导与工作态度之间起中介作用。实践意义本研究的结果将有助于理解变革型领导与心理资本的意义。此外，这些研究结果肯定了变革型领导和心理资本在预测印度工作环境中的积极工作态度方面的有效性。医疗保健部门的管理人员和决策者可以实施这些概念，以减少负面的工作结果。独创性/价值本研究在Deci et al.(2017)现有的自我决定理论模型的基础上进行了扩展，将领导风格和心理资本分别作为工作环境和自主内在因素纳入自我决定理论模型，研究工作满意度和承诺的工作行为。本研究通过提出并测试心理资本作为决定变革型领导对工作态度(工作满意度和组织承诺)影响的机制，为现有的自我决定理论知识做出贡献。
{"title":"The empirical relationship between transformational leadership and job attitudes: mediating role of psychological capital – a study of healthcare in India","authors":"Tanveer Ahmad Shah, Z. Parray, Shahbaz Ul Islam","doi":"10.1108/ijpl-07-2022-0042","DOIUrl":"https://doi.org/10.1108/ijpl-07-2022-0042","url":null,"abstract":"PurposeThe goal of this research is to investigate the association between transformational leadership style, psychological capital and job attitude (job satisfaction and organization commitment). Transformational leadership's effects on these job attitudes were also analysed in terms of the mediating effects of psychological capital.Design/methodology/approachThe authors received 296 authentic questionnaires from the para-medical staff working in different public and private healthcare institutes in Jammu and Kashmir, India, and these were then analysed by using SEM with SPSS 25.0 and AMOS 19.FindingsResults implied that transformational leadership increased the levels of employees' job attitudes. The results further displayed that transformational leadership and psychological capital in the workplace are positively associated. The results also showed that psychological capital was positively linked with job attitudes. Moreover, psychological capital serves as a mediating construct between transformational leadership and job attitudes.Practical implicationsThe outcomes of this research will help in comprehending the significance of transformational leadership and psychological capital. Further, these research findings affirm the effectiveness of transformational leadership and psychological capital in forecasting positive job attitudes in the Indian work context. The administrators and policymakers in the healthcare sector can implement these concepts to reduce negative job outcomes.Originality/valueThis study expanded on Deci et al.’s (2017) existing self-determination theory model by incorporating leadership style and psychological capital as workplace context and autonomous intrinsic factors, respectively, into the self-determination theory model to study work behaviours of job satisfaction and commitment. This study contributes to existing self-determination theory knowledge by proposing and testing psychological capital as a mechanism for determining the effect of transformational leadership on job attitudes (job satisfaction and organizational commitment).","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2023-01-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45578882","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 : 2022-12-16DOI: 10.1108/ijpl-06-2022-0036
D. Chrislip, D. MacPhee, Patti Schmitt
PurposeSome communities in the USA are remarkably better at responding to civic challenges than others. These communities are more competent at marshaling their resources – material and human – in service of their own needs. The authors’ purpose in this paper is to enhance their collective understanding of ideas related to community-driven change and to describe the development of a civic capacity index (CCI), a measure of a community's capacity to respond to civic challenges and disruptions like COVID-19.Design/methodology/approachThe authors used a concept mapping process (akin to grounded theory) to develop the CCI. Using this process, a panel of 34 scholars and practitioners of civic leadership and civic engagement worked together to create measurable descriptors of civic capacity.FindingsThe CCI measures dynamic processes related to collective leadership, inclusion of diverse voices, how institutions and coalitions address shared challenges and collaboration among community members. Sample data from several states show the CCI's scales to have high internal reliabilities and to correlate strongly with validation scales such as collective efficacy, social justice and community connectedness. Confirmatory factor analyses support a bifactor model of a general CCI factor and six CCI scales.Practical implicationsWith the help of the CCI, civic actors can take advantage of existing civic capacity, understand where it is lacking and build resilience for the future.Originality/valueTo date, most scholars have used qualitative research to determine the elements of civic capacity. The authors wanted to know what civic capacity looks like in sufficient detail to assess the extent to which it is present or not in a community. Other efforts to quantify or assess civic capacity or related ideas are less comprehensive or lack the specificity to provide guidance for building and mobilizing it in communities. This work enhances our understanding of leadership in the civic arena, a little understood aspect of leadership studies.
{"title":"Developing a civic capacity index: measuring community capacity to respond to civic challenges","authors":"D. Chrislip, D. MacPhee, Patti Schmitt","doi":"10.1108/ijpl-06-2022-0036","DOIUrl":"https://doi.org/10.1108/ijpl-06-2022-0036","url":null,"abstract":"PurposeSome communities in the USA are remarkably better at responding to civic challenges than others. These communities are more competent at marshaling their resources – material and human – in service of their own needs. The authors’ purpose in this paper is to enhance their collective understanding of ideas related to community-driven change and to describe the development of a civic capacity index (CCI), a measure of a community's capacity to respond to civic challenges and disruptions like COVID-19.Design/methodology/approachThe authors used a concept mapping process (akin to grounded theory) to develop the CCI. Using this process, a panel of 34 scholars and practitioners of civic leadership and civic engagement worked together to create measurable descriptors of civic capacity.FindingsThe CCI measures dynamic processes related to collective leadership, inclusion of diverse voices, how institutions and coalitions address shared challenges and collaboration among community members. Sample data from several states show the CCI's scales to have high internal reliabilities and to correlate strongly with validation scales such as collective efficacy, social justice and community connectedness. Confirmatory factor analyses support a bifactor model of a general CCI factor and six CCI scales.Practical implicationsWith the help of the CCI, civic actors can take advantage of existing civic capacity, understand where it is lacking and build resilience for the future.Originality/valueTo date, most scholars have used qualitative research to determine the elements of civic capacity. The authors wanted to know what civic capacity looks like in sufficient detail to assess the extent to which it is present or not in a community. Other efforts to quantify or assess civic capacity or related ideas are less comprehensive or lack the specificity to provide guidance for building and mobilizing it in communities. This work enhances our understanding of leadership in the civic arena, a little understood aspect of leadership studies.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2022-12-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44528168","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 : 2022-10-11DOI: 10.1108/ijpl-08-2021-0040
Lauren Touchant
PurposeThe purpose of this empirical case study is to study and explain the role of public leadership in the expansion of municipal climate action in Canada.Design/methodology/approachIn 2017 and 2018, the authors conducted13 semi-directed interviews with municipal staff and elected officials from three municipalities, a documentary analysis of primary and secondary sources. Interviews and documentation collected were also coded using the software NVIVO 12. The authors compared three municipal case studies: the City of Toronto (Ontario), the City of Guelph (Ontario), and the Town of Bridgewater (Nova Scotia).FindingsThe authors found that leadership is a prominent factor explaining the expansion of municipal climate action in Canada. Municipal climate action is initiated and championed by an individual, elected officials or municipal staff, who lead and engage in the development of policy instruments to mitigate and/or adapt to climate change. These leaders facilitate the formulation and implementation of instruments, encourage a paradigm shift within the municipality, overcome structural and behavioural barriers, and foster collaboration around a common vision. Optimal municipal climate leadership occurs when the leadership of elected officials and municipal is congruent, though networks play a significant role by amplifying municipal sustainability leadership. They support staff and elected officials leadership within municipalities, provide more information and funding to grow the capacity of municipalities to develop instruments, to the point that conditions under which municipalities are driving climate action are changing.Research limitations/implicationsThis paper hopes to contribute to better understand under what conditions municipalities drive change.Originality/valueThere is an international scholarly recognition that municipalities should be further explored and considered important actors in the Canadian and international climate change governance. Gore (2010) and Robinson and Gore (2015) highlighted that we are yet to understand the extent to which municipalities are involved in climate governance in Canada. This article directly addresses this gap in the current scholarly literature and explores the expansion of climate municipal leadership with the aspects of interviews.
{"title":"Municipal climate leadership in Canada: the role of leadership in the expansion of municipal climate action","authors":"Lauren Touchant","doi":"10.1108/ijpl-08-2021-0040","DOIUrl":"https://doi.org/10.1108/ijpl-08-2021-0040","url":null,"abstract":"PurposeThe purpose of this empirical case study is to study and explain the role of public leadership in the expansion of municipal climate action in Canada.Design/methodology/approachIn 2017 and 2018, the authors conducted13 semi-directed interviews with municipal staff and elected officials from three municipalities, a documentary analysis of primary and secondary sources. Interviews and documentation collected were also coded using the software NVIVO 12. The authors compared three municipal case studies: the City of Toronto (Ontario), the City of Guelph (Ontario), and the Town of Bridgewater (Nova Scotia).FindingsThe authors found that leadership is a prominent factor explaining the expansion of municipal climate action in Canada. Municipal climate action is initiated and championed by an individual, elected officials or municipal staff, who lead and engage in the development of policy instruments to mitigate and/or adapt to climate change. These leaders facilitate the formulation and implementation of instruments, encourage a paradigm shift within the municipality, overcome structural and behavioural barriers, and foster collaboration around a common vision. Optimal municipal climate leadership occurs when the leadership of elected officials and municipal is congruent, though networks play a significant role by amplifying municipal sustainability leadership. They support staff and elected officials leadership within municipalities, provide more information and funding to grow the capacity of municipalities to develop instruments, to the point that conditions under which municipalities are driving climate action are changing.Research limitations/implicationsThis paper hopes to contribute to better understand under what conditions municipalities drive change.Originality/valueThere is an international scholarly recognition that municipalities should be further explored and considered important actors in the Canadian and international climate change governance. Gore (2010) and Robinson and Gore (2015) highlighted that we are yet to understand the extent to which municipalities are involved in climate governance in Canada. This article directly addresses this gap in the current scholarly literature and explores the expansion of climate municipal leadership with the aspects of interviews.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2022-10-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48311871","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 : 2022-08-05DOI: 10.1108/ijpl-11-2021-0059
Zhihang Xu, Lei Liu, Wenran Jin
PurposeThe purpose of the research is to identify the factors contributing to the formation of high-level strategic thinking ability (STA) of Chinese grassroots cadres.Design/methodology/approachThrough in-depth interviews with 20 Chinese grassroots cadres with high-level STA and grounded theory method, this research explores the contributive factors for the formation of the grassroots cadres' STA from a dynamic and long-term perspective.FindingsThe formation of STA is an accumulative process based on the interaction between external factors, including wide space for activities, adequate supporting resources, demonstration of role model, and inflection point and internal drivers, including strong sense of self-actualization, high sense of responsibility, thinking enhancement skills, diverse knowledge and high openness. Moreover, the external factors play a more important role in shaping STA in the early growth stage of the grassroots cadres, while in the late stage the internal factors tend to dominate.Practical implicationsThe study advises to offer more professional training on STA and take STA as an important factor for Chinese grassroots cadres to compete in a complex socio-political environment in the long term.Originality/value(1) This paper investigates into the STA of Chinese grassroots cadres, which are largely ignored in current literature; (2) different from the extant studies which studies the static influencing factors of STA, such as demographic variables, personal traits and organizational characteristics, this paper focuses on the dynamic and long-term factors during the growth of the cadres.
{"title":"The formation of high strategic thinking ability: a study of Chinese grassroots cadres","authors":"Zhihang Xu, Lei Liu, Wenran Jin","doi":"10.1108/ijpl-11-2021-0059","DOIUrl":"https://doi.org/10.1108/ijpl-11-2021-0059","url":null,"abstract":"PurposeThe purpose of the research is to identify the factors contributing to the formation of high-level strategic thinking ability (STA) of Chinese grassroots cadres.Design/methodology/approachThrough in-depth interviews with 20 Chinese grassroots cadres with high-level STA and grounded theory method, this research explores the contributive factors for the formation of the grassroots cadres' STA from a dynamic and long-term perspective.FindingsThe formation of STA is an accumulative process based on the interaction between external factors, including wide space for activities, adequate supporting resources, demonstration of role model, and inflection point and internal drivers, including strong sense of self-actualization, high sense of responsibility, thinking enhancement skills, diverse knowledge and high openness. Moreover, the external factors play a more important role in shaping STA in the early growth stage of the grassroots cadres, while in the late stage the internal factors tend to dominate.Practical implicationsThe study advises to offer more professional training on STA and take STA as an important factor for Chinese grassroots cadres to compete in a complex socio-political environment in the long term.Originality/value(1) This paper investigates into the STA of Chinese grassroots cadres, which are largely ignored in current literature; (2) different from the extant studies which studies the static influencing factors of STA, such as demographic variables, personal traits and organizational characteristics, this paper focuses on the dynamic and long-term factors during the growth of the cadres.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2022-08-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45110735","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 : 2022-07-13DOI: 10.1108/ijpl-05-2022-118
Tim A. Mau, Richard F. Callahan, F. Ohemeng
In early 2020 just as the crisis was unfolding, this journal, like many others, attempted to expedite research related to the COVID-19 pandemic. Our concern was to draw some early lessons about how public leaders across the globe were leading andmanaging their countries through the crisis because, as Boin and ’t Hart (2003, p. 544) noted, “Crisis and leadership are closely intertwined phenomena.” Moreover, we know that in crisis situations, leadership, in varied forms and addressing myriad questions, is critical (’t Hart and Tummers, 2019; Hartley, 2018; Boin et al., 2017). The result was a very successful special issue published last year (Vol. 17, No. 1) entitled, “Public Leadership in Times of Crisis –Viewpoints on Political and Administrative Leadership in Response to COVID-19.” At the time that this special issue of the International Journal of Public Leadership in the time of COVID-19 issue was developed, we optimistically looked ahead to a time when this global pandemic would be behind us and simultaneously put out a call for a second special issue that would examine public leadership in response to crisis situations other than the one presented by the coronavirus pandemic. Specifically, we were interested in receiving in-depth, theoretically oriented research studies that addressed how politicians, public servants and civil society actors provide leadership in response to different kinds of crises –be they political (for example, responding to and preparing for Brexit), social and economic (such as a famine or drought in Africa or an Asian tsunami) or health-related (including the global severe acute respiratory syndrome [SARS] crisis, or the avian flu). The crisis responses to the pandemic have uncovered the limits of our understanding and practice of public leadership. The varied ranges of responses and effectiveness nationally, in the contrasts between New Zealand, China, the USA, South Korea and South Africa, to name but a few, call for more robust ways of researching public leadership across significantly different societal and institutional contexts. Moreover, even within the same nation, such as the USA, the intergovernmental dimension of relations and authorities across federal, state, county and city governments calls for research specific to intergovernmental dimensions (Kizer and Callahan, 2021). The intergovernmental research begins to find varied leadership emphasis and divergent approaches even within the same level of government, such as counties (National Academy of Public Administration, 2021). The challenges of leaders responding to the pandemic suggest the limits of our current understanding of public leadership. The traditional politics-administration dichotomy provides very little traction in explaining public leadership in governance structures that are “messy, disorganized, disconnected and unwieldy” and with significant power in informal networks (Abramson, 2021). The research utility of the political-administrativ
在2020年初，就在危机爆发之际，本杂志和许多其他杂志一样，试图加快与COVID-19大流行相关的研究。我们关注的是吸取一些关于全球公共领导人如何在危机中领导和管理他们的国家的早期教训，因为正如Boin和' t Hart (2003, p. 544)所指出的那样，“危机和领导力是紧密交织在一起的现象。”此外，我们知道，在危机情况下，各种形式的领导力和解决无数问题的领导力至关重要(t Hart and Tummers, 2019;哈特利,2018;Boin et al.， 2017)。其结果是，去年出版了题为《危机时期的公共领导力——对应对新冠肺炎的政治和行政领导力的看法》的特刊(第17卷第1期)，取得了巨大成功。在《新冠肺炎时代的公共领导力国际杂志》特刊创刊时，我们乐观地展望了这场全球大流行即将过去的时代，同时呼吁创刊第二期特刊，探讨应对冠状病毒大流行以外的危机局势中的公共领导力。具体而言，我们希望收到深入的、以理论为导向的研究报告，探讨政治家、公务员和民间社会行为体如何在应对不同类型的危机方面发挥领导作用——无论是政治危机(例如，应对和准备英国退欧)、社会和经济危机(例如，非洲的饥荒或干旱或亚洲的海啸)还是与健康有关的危机(包括全球严重急性呼吸系统综合症(SARS)危机或禽流感)。对这一大流行病的危机应对暴露了我们对公共领导的理解和实践的局限性。在新西兰、中国、美国、韩国和南非等国之间的对比中，全国范围内的反应和效果各不相同，仅举几例，这要求我们在显著不同的社会和制度背景下研究公共领导力的更有力方法。此外，即使在同一个国家，如美国，跨联邦、州、县和市政府的关系和权力的政府间维度要求对政府间维度进行专门的研究(Kizer和Callahan, 2021)。政府间研究开始发现不同的领导重点和不同的方法，甚至在同一级别的政府，如县(国家公共管理学院，2021)。领导人应对大流行病的挑战表明，我们目前对公共领导的理解是有限的。传统的政治-行政二分法在解释“混乱、无组织、脱节和笨拙”的治理结构中的公共领导方面几乎没有吸引力，并且在非正式网络中具有重要的权力(Abramson, 2021)。政治-行政二分法的研究效用在解释美国近30名公共卫生主任在COVID-19爆发的前三个月辞职或被迫辞职时，以及当行政人员不仅受到质疑，而且还受到民选官员和公众的口头和身体威胁时，就失效了(Mello等人，2020)。研究表明，危机，无论其起源如何，在成功处理时都有可能将“领导人转变为政治家”，或者如果不解决，恢复正常的时间被推迟或完全阻止，就有可能成为“明显的替罪羊”(Boin and ' t Hart, 2003，客座社论)
{"title":"Guest editorial: Leadership in times of crisis: the intersection of political and administrative leadership","authors":"Tim A. Mau, Richard F. Callahan, F. Ohemeng","doi":"10.1108/ijpl-05-2022-118","DOIUrl":"https://doi.org/10.1108/ijpl-05-2022-118","url":null,"abstract":"In early 2020 just as the crisis was unfolding, this journal, like many others, attempted to expedite research related to the COVID-19 pandemic. Our concern was to draw some early lessons about how public leaders across the globe were leading andmanaging their countries through the crisis because, as Boin and ’t Hart (2003, p. 544) noted, “Crisis and leadership are closely intertwined phenomena.” Moreover, we know that in crisis situations, leadership, in varied forms and addressing myriad questions, is critical (’t Hart and Tummers, 2019; Hartley, 2018; Boin et al., 2017). The result was a very successful special issue published last year (Vol. 17, No. 1) entitled, “Public Leadership in Times of Crisis –Viewpoints on Political and Administrative Leadership in Response to COVID-19.” At the time that this special issue of the International Journal of Public Leadership in the time of COVID-19 issue was developed, we optimistically looked ahead to a time when this global pandemic would be behind us and simultaneously put out a call for a second special issue that would examine public leadership in response to crisis situations other than the one presented by the coronavirus pandemic. Specifically, we were interested in receiving in-depth, theoretically oriented research studies that addressed how politicians, public servants and civil society actors provide leadership in response to different kinds of crises –be they political (for example, responding to and preparing for Brexit), social and economic (such as a famine or drought in Africa or an Asian tsunami) or health-related (including the global severe acute respiratory syndrome [SARS] crisis, or the avian flu). The crisis responses to the pandemic have uncovered the limits of our understanding and practice of public leadership. The varied ranges of responses and effectiveness nationally, in the contrasts between New Zealand, China, the USA, South Korea and South Africa, to name but a few, call for more robust ways of researching public leadership across significantly different societal and institutional contexts. Moreover, even within the same nation, such as the USA, the intergovernmental dimension of relations and authorities across federal, state, county and city governments calls for research specific to intergovernmental dimensions (Kizer and Callahan, 2021). The intergovernmental research begins to find varied leadership emphasis and divergent approaches even within the same level of government, such as counties (National Academy of Public Administration, 2021). The challenges of leaders responding to the pandemic suggest the limits of our current understanding of public leadership. The traditional politics-administration dichotomy provides very little traction in explaining public leadership in governance structures that are “messy, disorganized, disconnected and unwieldy” and with significant power in informal networks (Abramson, 2021). The research utility of the political-administrativ","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2022-07-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44534864","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 : 2022-06-21DOI: 10.1108/ijpl-02-2022-0008
A. McLellan
{"title":"Leadership in a time of crisis: reflections of a minister in the government of Canada during 9/11 and SARS","authors":"A. McLellan","doi":"10.1108/ijpl-02-2022-0008","DOIUrl":"https://doi.org/10.1108/ijpl-02-2022-0008","url":null,"abstract":"","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2022-06-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43865434","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 : 2022-05-24DOI: 10.1108/ijpl-12-2021-0060
Anthony Nkrumah Agyabeng, Justice Nyigmah Bawole, Albert Ahenkan, J. Mensah, Alexander Preko
PurposeSlum discourse has attracted significant research interest among scholars. The study examined the policy framework for slum governance in Ghana with the goal of offering recommendations to structure slum management.Design/methodology/approachAnchored on exploratory qualitative methodology, the study utilized a purposive sampling technique to select 18 respondents from the major ministries for in-depth interviews.FindingsThe results showed an absence of a central national policy for slum governance because slums development has received less national priority. It also revealed a lack of coordination among the sector ministries in policy formulation, which tends to create a blame game among them. Further, it was found that slum programs are driven by media-political and non-governmental actors.Research limitations/implicationsThe conclusion and the outcome of this study cannot be generalized as to represent the whole ministries in Ghana in the space of slums management due to the qualitative approach. A recommendation is offered for the creation of a separate authority to take charge of the slums in Ghana.Practical implicationsThis study elucidates a context-specific understanding of the policy framework for slum governance, which tends to shape public knowledge and policy landscape.Originality/valueAs a novelty, the findings of the study advanced the sparse literature in the domain and, at the same time, helped politicians and policymakers understand the need for a dedicated policy for slums.
{"title":"Understanding policy framework for slum governance in a developing country","authors":"Anthony Nkrumah Agyabeng, Justice Nyigmah Bawole, Albert Ahenkan, J. Mensah, Alexander Preko","doi":"10.1108/ijpl-12-2021-0060","DOIUrl":"https://doi.org/10.1108/ijpl-12-2021-0060","url":null,"abstract":"PurposeSlum discourse has attracted significant research interest among scholars. The study examined the policy framework for slum governance in Ghana with the goal of offering recommendations to structure slum management.Design/methodology/approachAnchored on exploratory qualitative methodology, the study utilized a purposive sampling technique to select 18 respondents from the major ministries for in-depth interviews.FindingsThe results showed an absence of a central national policy for slum governance because slums development has received less national priority. It also revealed a lack of coordination among the sector ministries in policy formulation, which tends to create a blame game among them. Further, it was found that slum programs are driven by media-political and non-governmental actors.Research limitations/implicationsThe conclusion and the outcome of this study cannot be generalized as to represent the whole ministries in Ghana in the space of slums management due to the qualitative approach. A recommendation is offered for the creation of a separate authority to take charge of the slums in Ghana.Practical implicationsThis study elucidates a context-specific understanding of the policy framework for slum governance, which tends to shape public knowledge and policy landscape.Originality/valueAs a novelty, the findings of the study advanced the sparse literature in the domain and, at the same time, helped politicians and policymakers understand the need for a dedicated policy for slums.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2022-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47522697","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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