Pub Date : 2019-03-20DOI: 10.1108/IJPL-06-2018-0030
K. Kalimullah, Mohd Anuar Arshad, Q. Khan, Shahid Khan
Purpose Building on high-performance organizations (HPO) framework, the purpose of this paper is to hypothesize the direct impact of five factors of HPO framework on public organizations’ performance in Pakistan. This is first research to employ the partial least squares (PLS) method to provide empirical evidence of the predictive power of the framework in public organizations. Design/methodology/approach This is a cross-sectional study conducted in non-contrived settings thereby keeping researcher interference to a minimum. Data collection was carried out by distributing online questionnaires to 513 employees from three different service-based public organizations in Pakistan. PLS is used to examine the statistical and substantive significance of five factors by employing SmartPLS 3.2.6. Findings This study concludes that the HPO framework has predictive relevance for public organizations’ performance surveyed in this study. Furthermore, three out of the five factors of HPO framework, namely, management quality, workforce quality and long-term orientation have positive relationships, while openness and action orientation (OAO), and continuous improvement process and renewal have a negative relationship with the performance of public sector organizations (PSOs) surveyed in Pakistan. Research limitations/implications The study’s small sample size limits this research, and only quantitative methodology is applied. A significant limitation of this research is that this study relied on a subset of respondents of surveyed organizations and may not representative of the population. Therefore, result should be carefully interpreted as some degree of biasness may be present. Furthermore, findings of the study cannot be generalized to all PSOs of Pakistan. Practical implications The implication for public managers is that the HPO framework has predictive relevance and substantive significance. However, the ideal value of HPO framework will occur when leadership considers HPO factors and struggles persistently to improve performance. The useful implication is that public managers should focus on continuous improvement process and renewal and OAO to meet stakeholders’ satisfaction. Originality/value This study answer two questions, first “is there any significant relationship of five factors of HPO framework with public organizations’ Performance in Pakistan?” and second “what is the predictive relevance level of HPO framework in the Public organizations in Pakistan?” The answers to these research questions will fill the gaps in the literature by providing empirical evidence to the existing knowledge on improvement methods, especially the public sector (PS), and contributing insights on the real world working of the five factors of HPO framework in a PS.
{"title":"Empirical analysis of HPO framework in public sector organizations of Pakistan","authors":"K. Kalimullah, Mohd Anuar Arshad, Q. Khan, Shahid Khan","doi":"10.1108/IJPL-06-2018-0030","DOIUrl":"https://doi.org/10.1108/IJPL-06-2018-0030","url":null,"abstract":"\u0000Purpose\u0000Building on high-performance organizations (HPO) framework, the purpose of this paper is to hypothesize the direct impact of five factors of HPO framework on public organizations’ performance in Pakistan. This is first research to employ the partial least squares (PLS) method to provide empirical evidence of the predictive power of the framework in public organizations.\u0000\u0000\u0000Design/methodology/approach\u0000This is a cross-sectional study conducted in non-contrived settings thereby keeping researcher interference to a minimum. Data collection was carried out by distributing online questionnaires to 513 employees from three different service-based public organizations in Pakistan. PLS is used to examine the statistical and substantive significance of five factors by employing SmartPLS 3.2.6.\u0000\u0000\u0000Findings\u0000This study concludes that the HPO framework has predictive relevance for public organizations’ performance surveyed in this study. Furthermore, three out of the five factors of HPO framework, namely, management quality, workforce quality and long-term orientation have positive relationships, while openness and action orientation (OAO), and continuous improvement process and renewal have a negative relationship with the performance of public sector organizations (PSOs) surveyed in Pakistan.\u0000\u0000\u0000Research limitations/implications\u0000The study’s small sample size limits this research, and only quantitative methodology is applied. A significant limitation of this research is that this study relied on a subset of respondents of surveyed organizations and may not representative of the population. Therefore, result should be carefully interpreted as some degree of biasness may be present. Furthermore, findings of the study cannot be generalized to all PSOs of Pakistan.\u0000\u0000\u0000Practical implications\u0000The implication for public managers is that the HPO framework has predictive relevance and substantive significance. However, the ideal value of HPO framework will occur when leadership considers HPO factors and struggles persistently to improve performance. The useful implication is that public managers should focus on continuous improvement process and renewal and OAO to meet stakeholders’ satisfaction.\u0000\u0000\u0000Originality/value\u0000This study answer two questions, first “is there any significant relationship of five factors of HPO framework with public organizations’ Performance in Pakistan?” and second “what is the predictive relevance level of HPO framework in the Public organizations in Pakistan?” The answers to these research questions will fill the gaps in the literature by providing empirical evidence to the existing knowledge on improvement methods, especially the public sector (PS), and contributing insights on the real world working of the five factors of HPO framework in a PS.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":"1 1","pages":""},"PeriodicalIF":1.8,"publicationDate":"2019-03-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/IJPL-06-2018-0030","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41491630","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 : 2019-02-11DOI: 10.1108/IJPL-12-2018-0059
J. Torfing, E. Sørensen, Tine Bentzen
Purpose The purpose of this paper is to study and assess the content, functioning and impact of institutional reforms aiming to enhance collective and holistic political leadership at the level of local government. Design/methodology/approach The authors conduct a comparative case study of two Danish frontrunner municipalities drawing on relevant documents and qualitative interviews with both elected politicians and public administrators. Findings The authors found that institutional design is effective in promoting collective and holistic political leadership at the local level, even if no formal design options are available and the municipalities have to invent their own designs. Support both from both councilors and administrators is paramount for successful implementation of local political leadership reforms. Research limitations/implications Due to the purposive selection of a limited number of cases, the findings cannot be generalized to the population from which the cases are drawn. However, other municipalities may learn from and become inspired by the positive impact of the new institutional designs on collective and holistic political leadership. Practical implications Whereas some institutional political leadership reforms aim to enhance the power of the mayor and other reforms aim to create a cabinet or a committee system, the reforms the authors are studying aim to create a space for local councilors to work together across party and sector lines in creating collective and holistic policy solutions. The study shows that it is crucial that local councilors are involved in cross-boundary agenda setting before developing policies in standing committees and endorsing them in the council assembly. Social implications There is a large amount of more or less wicked problems that require the formulation and implementation of innovative policy solutions, which, in turn, call for a clear and determined political leadership. However, local politicians typically suffer from decoupling and tunnel vision. The results show that these problems can be solved through new institutional designs that promote a more collective and holistic political leadership that can take the local community forward. Originality/value Few studies have hitherto addressed the need for institutional reforms enabling collective and holistic political leadership through both theoretical and empirical analyses, but that is exactly what the authors try to accomplish.
{"title":"Institutional design for collective and holistic political leadership","authors":"J. Torfing, E. Sørensen, Tine Bentzen","doi":"10.1108/IJPL-12-2018-0059","DOIUrl":"https://doi.org/10.1108/IJPL-12-2018-0059","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to study and assess the content, functioning and impact of institutional reforms aiming to enhance collective and holistic political leadership at the level of local government.\u0000\u0000\u0000Design/methodology/approach\u0000The authors conduct a comparative case study of two Danish frontrunner municipalities drawing on relevant documents and qualitative interviews with both elected politicians and public administrators.\u0000\u0000\u0000Findings\u0000The authors found that institutional design is effective in promoting collective and holistic political leadership at the local level, even if no formal design options are available and the municipalities have to invent their own designs. Support both from both councilors and administrators is paramount for successful implementation of local political leadership reforms.\u0000\u0000\u0000Research limitations/implications\u0000Due to the purposive selection of a limited number of cases, the findings cannot be generalized to the population from which the cases are drawn. However, other municipalities may learn from and become inspired by the positive impact of the new institutional designs on collective and holistic political leadership.\u0000\u0000\u0000Practical implications\u0000Whereas some institutional political leadership reforms aim to enhance the power of the mayor and other reforms aim to create a cabinet or a committee system, the reforms the authors are studying aim to create a space for local councilors to work together across party and sector lines in creating collective and holistic policy solutions. The study shows that it is crucial that local councilors are involved in cross-boundary agenda setting before developing policies in standing committees and endorsing them in the council assembly.\u0000\u0000\u0000Social implications\u0000There is a large amount of more or less wicked problems that require the formulation and implementation of innovative policy solutions, which, in turn, call for a clear and determined political leadership. However, local politicians typically suffer from decoupling and tunnel vision. The results show that these problems can be solved through new institutional designs that promote a more collective and holistic political leadership that can take the local community forward.\u0000\u0000\u0000Originality/value\u0000Few studies have hitherto addressed the need for institutional reforms enabling collective and holistic political leadership through both theoretical and empirical analyses, but that is exactly what the authors try to accomplish.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2019-02-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/IJPL-12-2018-0059","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43293883","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 : 2019-02-11DOI: 10.1108/IJPL-04-2018-0018
T. Obuobisa-Darko, K. Domfeh
PurposeThe purpose of this paper is to identify the behaviour of leaders that enhances employee engagement (EE) in organisations. It locates the importance of EE and the role leaders play within the public sector in a developing country and finds answer to the question on the behaviour of the leader that causes employees to be engaged.Design/methodology/approachThe paper uses qualitative method to identify the behaviour of leaders that causes and enhances employees to be engaged. It proposes a framework outlining what the leader does to ensure EE.FindingsBased on results of data analysed, six behaviours of leaders were identified: seeking employee welfare and caring; openness and information flow; conscientiousness; good and cordial relationship; fairness and trust and lastly involvement in decision making.Research limitations/implicationsLimitation of the study was that it did not focus on the entire public sector but was carried out in only one company. It is therefore recommended that further studies could be carried out with focus on other public sector organisations to confirm the leader behaviour identified. Again, a comparative study between public and private sector organisations could be carried out to ascertain if there are differences in the behaviour of the leaders that cause employees to be engaged in these two different sectors.Practical implicationsThe study develops a framework outlining behaviour which leaders within organisations could exhibit to enhance EE and thus organisational success.Originality/valueThe paper provides a framework that shows leader behaviour that causes EE in organisations in a developing country. This framework will be helpful to leaders in organisations to behave in specific ways to enhance EE and for researchers who want to conduct research in this field of study.
{"title":"Leader behaviour to achieve employee engagement in Ghana: a qualitative study","authors":"T. Obuobisa-Darko, K. Domfeh","doi":"10.1108/IJPL-04-2018-0018","DOIUrl":"https://doi.org/10.1108/IJPL-04-2018-0018","url":null,"abstract":"PurposeThe purpose of this paper is to identify the behaviour of leaders that enhances employee engagement (EE) in organisations. It locates the importance of EE and the role leaders play within the public sector in a developing country and finds answer to the question on the behaviour of the leader that causes employees to be engaged.Design/methodology/approachThe paper uses qualitative method to identify the behaviour of leaders that causes and enhances employees to be engaged. It proposes a framework outlining what the leader does to ensure EE.FindingsBased on results of data analysed, six behaviours of leaders were identified: seeking employee welfare and caring; openness and information flow; conscientiousness; good and cordial relationship; fairness and trust and lastly involvement in decision making.Research limitations/implicationsLimitation of the study was that it did not focus on the entire public sector but was carried out in only one company. It is therefore recommended that further studies could be carried out with focus on other public sector organisations to confirm the leader behaviour identified. Again, a comparative study between public and private sector organisations could be carried out to ascertain if there are differences in the behaviour of the leaders that cause employees to be engaged in these two different sectors.Practical implicationsThe study develops a framework outlining behaviour which leaders within organisations could exhibit to enhance EE and thus organisational success.Originality/valueThe paper provides a framework that shows leader behaviour that causes EE in organisations in a developing country. This framework will be helpful to leaders in organisations to behave in specific ways to enhance EE and for researchers who want to conduct research in this field of study.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2019-02-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/IJPL-04-2018-0018","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45215981","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 : 2019-02-11DOI: 10.1108/IJPL-01-2018-0005
Ben Q. Honyenuga, Edem Happy Wutoh
Purpose The purpose of this paper is to explore the extent to which Chiefs are involved in Ghana’s decentralization process and assess the benefits and challenges associated with the formal inclusion of Chiefs in local governance in Ghana. Design/methodology/approach The study applied a qualitative inductive approach and employed interviews and focus group discussions to gather data from selected traditional areas within the Volta Region of Ghana. Findings The findings reveal conflicting roles being performed by Chiefs and local government actors leading to role conflicts. Research limitations/implications Though the study is limited with respect to its scope, it opens up the debate regarding the position of Chiefs in Ghana’s decentralized local governance system and also serves as a useful point of reference for future research in the decentralization process and the Chieftaincy institution. Practical implications The paper provides an opportunity for stakeholders in Ghana’s decentralized local governance system to review the current decentralization policy to take care of the concerns of the traditional authorities at the grassroots. The recommendations, among others, call for a great deal of consensus building between the Chiefs and local government actors to enhance the success of the decentralization process. Originality/value The paper provides evidence regarding the loopholes in the structure of Ghana’s decentralized local governance system which appear to exclude the traditional authorities thereby affecting the smooth running of that system.
{"title":"Ghana’s decentralized governance system: the role of Chiefs","authors":"Ben Q. Honyenuga, Edem Happy Wutoh","doi":"10.1108/IJPL-01-2018-0005","DOIUrl":"https://doi.org/10.1108/IJPL-01-2018-0005","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to explore the extent to which Chiefs are involved in Ghana’s decentralization process and assess the benefits and challenges associated with the formal inclusion of Chiefs in local governance in Ghana.\u0000\u0000\u0000Design/methodology/approach\u0000The study applied a qualitative inductive approach and employed interviews and focus group discussions to gather data from selected traditional areas within the Volta Region of Ghana.\u0000\u0000\u0000Findings\u0000The findings reveal conflicting roles being performed by Chiefs and local government actors leading to role conflicts.\u0000\u0000\u0000Research limitations/implications\u0000Though the study is limited with respect to its scope, it opens up the debate regarding the position of Chiefs in Ghana’s decentralized local governance system and also serves as a useful point of reference for future research in the decentralization process and the Chieftaincy institution.\u0000\u0000\u0000Practical implications\u0000The paper provides an opportunity for stakeholders in Ghana’s decentralized local governance system to review the current decentralization policy to take care of the concerns of the traditional authorities at the grassroots. The recommendations, among others, call for a great deal of consensus building between the Chiefs and local government actors to enhance the success of the decentralization process.\u0000\u0000\u0000Originality/value\u0000The paper provides evidence regarding the loopholes in the structure of Ghana’s decentralized local governance system which appear to exclude the traditional authorities thereby affecting the smooth running of that system.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2019-02-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/IJPL-01-2018-0005","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46731866","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 : 2019-02-11DOI: 10.1108/ijpl-08-2018-0041
Alexander R. Knights
PurposeThe achievement motivation construct has long presented a significant challenge to the study of presidential leadership. The purpose of this paper is to overcome the limitations of prior research by proposing that whether achievement motivation is related to effectiveness in the US presidency may not be a matter of if but how achievement motivation is manifested.Design/methodology/approachDrawing on the channeling hypothesis, it was proposed that presidents’ trait behaviors should be accounted for as they directly impact the way that presidents express achievement motivation. To test this thesis, this study relied on data generated from diverse sources that provide both direct and indirect information about US presidents’ personalities and effectiveness, including content analyses of inaugural addresses and presidential biographies and surveys completed by presidential biographers and scholars.FindingsResults show that among achievement motivated presidents, display of motive-congruent, conscientious behaviors contributes to their effectiveness, whereas display of motive-incongruent, agreeable behaviors tends to detract from it.Research limitations/implicationsThe small sample size of US presidents and the limited amount of archival data available for some of these subjects prevented more fine-grained analyses. Thus, further research among senior leaders is needed to not only confirm the explanatory mechanism offered herein, but also explore the possibility that there are optimal levels beyond which the personality traits under study may cease to be a help or hindrance to achievement motivated chief executives.Originality/valueThis study represents the first effort to formally integrate motives and traits in the study of chief executives. The findings of this research also substantiate the need for researchers to consider the complex nature of motives in predicting important outcomes across different contexts.
{"title":"Achievement motivation and presidential effectiveness","authors":"Alexander R. Knights","doi":"10.1108/ijpl-08-2018-0041","DOIUrl":"https://doi.org/10.1108/ijpl-08-2018-0041","url":null,"abstract":"PurposeThe achievement motivation construct has long presented a significant challenge to the study of presidential leadership. The purpose of this paper is to overcome the limitations of prior research by proposing that whether achievement motivation is related to effectiveness in the US presidency may not be a matter of if but how achievement motivation is manifested.Design/methodology/approachDrawing on the channeling hypothesis, it was proposed that presidents’ trait behaviors should be accounted for as they directly impact the way that presidents express achievement motivation. To test this thesis, this study relied on data generated from diverse sources that provide both direct and indirect information about US presidents’ personalities and effectiveness, including content analyses of inaugural addresses and presidential biographies and surveys completed by presidential biographers and scholars.FindingsResults show that among achievement motivated presidents, display of motive-congruent, conscientious behaviors contributes to their effectiveness, whereas display of motive-incongruent, agreeable behaviors tends to detract from it.Research limitations/implicationsThe small sample size of US presidents and the limited amount of archival data available for some of these subjects prevented more fine-grained analyses. Thus, further research among senior leaders is needed to not only confirm the explanatory mechanism offered herein, but also explore the possibility that there are optimal levels beyond which the personality traits under study may cease to be a help or hindrance to achievement motivated chief executives.Originality/valueThis study represents the first effort to formally integrate motives and traits in the study of chief executives. The findings of this research also substantiate the need for researchers to consider the complex nature of motives in predicting important outcomes across different contexts.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2019-02-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijpl-08-2018-0041","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46999747","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 : 2018-11-12DOI: 10.1108/IJPL-05-2018-0025
Vinitha Siebers
Purpose The purpose of this paper is to gain insight in how South African local governments organize citizen engagement. The new South African constitution provides ways to construct and implement citizen engagement at local level. However, understanding citizen engagement at local level is still a challenge and municipalities search for proper structures and mechanisms to organize citizen engagement efficiently. Design/methodology/approach Interviews with different municipal actors were analyzed using a single case study method. As a primary unit of analysis, a specific project in which citizen engagement is organized was used. In addition, document analysis and a focus group were used to deepen understanding. Findings The findings reveal that citizen engagement is a viable strategy to identify the needs of the community if facilitated by a third party and that learning leadership is important when organizing citizen engagement. Originality/value The value of this research is the exploration of the citizen engagement process. It sheds light on the conditions that play a role when a local government organizes citizen engagement. As local governments search for ways to effectively organize and structure citizen engagement, insight into these conditions is helpful.
{"title":"Citizen engagement in South Africa: the case Prince Albert","authors":"Vinitha Siebers","doi":"10.1108/IJPL-05-2018-0025","DOIUrl":"https://doi.org/10.1108/IJPL-05-2018-0025","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to gain insight in how South African local governments organize citizen engagement. The new South African constitution provides ways to construct and implement citizen engagement at local level. However, understanding citizen engagement at local level is still a challenge and municipalities search for proper structures and mechanisms to organize citizen engagement efficiently.\u0000\u0000\u0000Design/methodology/approach\u0000Interviews with different municipal actors were analyzed using a single case study method. As a primary unit of analysis, a specific project in which citizen engagement is organized was used. In addition, document analysis and a focus group were used to deepen understanding.\u0000\u0000\u0000Findings\u0000The findings reveal that citizen engagement is a viable strategy to identify the needs of the community if facilitated by a third party and that learning leadership is important when organizing citizen engagement.\u0000\u0000\u0000Originality/value\u0000The value of this research is the exploration of the citizen engagement process. It sheds light on the conditions that play a role when a local government organizes citizen engagement. As local governments search for ways to effectively organize and structure citizen engagement, insight into these conditions is helpful.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2018-11-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/IJPL-05-2018-0025","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46067457","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 : 2018-11-12DOI: 10.1108/IJPL-06-2018-0031
Matthew R. Fairholm, M. Dzordzormenyoh, Godlove A. Binda
Purpose Trust and culture are common themes in leadership literature and research. The purpose of this paper is it to describe an emergent model of trust-culture leadership from the comments of local government managers in the USA. The environment of local government requires a level of trust between government and citizens. Comments from local government managers suggest trust is also a component of leading public organizations. The elements of the model culled from practical insights serve to both verify and elucidate much of what is found in leadership theory in a local government context. Design/methodology/approach This research is based on qualitative interviews of practicing local government managers coupled with an analysis of essays on leadership also written by local government managers. Findings The research indicates eight elements of a model divided into three categories (descriptions of leadership in practice, tools and behaviors, and approaches to followers) that help to both describe and perhaps prescribe the work of trust-culture leadership in a local government context. Originality/value While some of what is summarized below is found in leadership literature already, the fact that these elements of leadership are intuitive to local government managers and internalized in their practice is significant. Linking both trust and culture in leadership literature is limited, and linking them both to the practical insights of public managers is even more unique. The findings verify that public leaders at the local level actually engage in leadership of a particular sort, that of trust-culture leadership. It highlights the priority of trust in local government administration. The elements of the model serve to offer public managers specific things to focus on to promote trust-culture leadership and suggest to public leadership scholars specific avenues for further investigation.
{"title":"Trust-culture leadership in local public administrators’ work","authors":"Matthew R. Fairholm, M. Dzordzormenyoh, Godlove A. Binda","doi":"10.1108/IJPL-06-2018-0031","DOIUrl":"https://doi.org/10.1108/IJPL-06-2018-0031","url":null,"abstract":"\u0000Purpose\u0000Trust and culture are common themes in leadership literature and research. The purpose of this paper is it to describe an emergent model of trust-culture leadership from the comments of local government managers in the USA. The environment of local government requires a level of trust between government and citizens. Comments from local government managers suggest trust is also a component of leading public organizations. The elements of the model culled from practical insights serve to both verify and elucidate much of what is found in leadership theory in a local government context.\u0000\u0000\u0000Design/methodology/approach\u0000This research is based on qualitative interviews of practicing local government managers coupled with an analysis of essays on leadership also written by local government managers.\u0000\u0000\u0000Findings\u0000The research indicates eight elements of a model divided into three categories (descriptions of leadership in practice, tools and behaviors, and approaches to followers) that help to both describe and perhaps prescribe the work of trust-culture leadership in a local government context.\u0000\u0000\u0000Originality/value\u0000While some of what is summarized below is found in leadership literature already, the fact that these elements of leadership are intuitive to local government managers and internalized in their practice is significant. Linking both trust and culture in leadership literature is limited, and linking them both to the practical insights of public managers is even more unique. The findings verify that public leaders at the local level actually engage in leadership of a particular sort, that of trust-culture leadership. It highlights the priority of trust in local government administration. The elements of the model serve to offer public managers specific things to focus on to promote trust-culture leadership and suggest to public leadership scholars specific avenues for further investigation.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2018-11-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/IJPL-06-2018-0031","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47421621","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 : 2018-11-12DOI: 10.1108/IJPL-06-2018-0029
Majd Megheirkouni, A. Amaugo, S. Jallo
Purpose The purpose of this paper is to identify the required leadership styles and skills for stadium management, and examine the relationship between transformational and transactional leadership styles and the skills approach: technical, human and conceptual skills. Design/methodology/approach A quantitative methods approach was used to gather the data, using a sample of 212 registered individuals in stadium settings. Findings The results revealed that there are significant relationships between leadership styles and the skills approach: technical, human and conceptual skills. More importantly, leadership styles were found to be equally important even though the effect between these styles and the skills approach: technical, human and conceptual skills, varied in the three levels of management. Further details have been reported in the results. Research limitations/implications The paper provides an insight into the relationship between leadership styles and the required skills, using a quantitative methods approach. While this is an appropriate method, in-depth interviews are needed to understand why/why questions in stadium settings. Practical implications Managers should be carefully selected in the three levels of management because unqualified people can have negative consequences on the reputation of a stadium and the hosting of major events. An effective selection program focusing on mid-level managers is essential. Originality/value This research represents the first attempt to investigate and understand the relationship between leadership styles and the required skills, using evidence from stadium settings.
{"title":"Transformational and transactional leadership and skills approach","authors":"Majd Megheirkouni, A. Amaugo, S. Jallo","doi":"10.1108/IJPL-06-2018-0029","DOIUrl":"https://doi.org/10.1108/IJPL-06-2018-0029","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to identify the required leadership styles and skills for stadium management, and examine the relationship between transformational and transactional leadership styles and the skills approach: technical, human and conceptual skills.\u0000\u0000\u0000Design/methodology/approach\u0000A quantitative methods approach was used to gather the data, using a sample of 212 registered individuals in stadium settings.\u0000\u0000\u0000Findings\u0000The results revealed that there are significant relationships between leadership styles and the skills approach: technical, human and conceptual skills. More importantly, leadership styles were found to be equally important even though the effect between these styles and the skills approach: technical, human and conceptual skills, varied in the three levels of management. Further details have been reported in the results.\u0000\u0000\u0000Research limitations/implications\u0000The paper provides an insight into the relationship between leadership styles and the required skills, using a quantitative methods approach. While this is an appropriate method, in-depth interviews are needed to understand why/why questions in stadium settings.\u0000\u0000\u0000Practical implications\u0000Managers should be carefully selected in the three levels of management because unqualified people can have negative consequences on the reputation of a stadium and the hosting of major events. An effective selection program focusing on mid-level managers is essential.\u0000\u0000\u0000Originality/value\u0000This research represents the first attempt to investigate and understand the relationship between leadership styles and the required skills, using evidence from stadium settings.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2018-11-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/IJPL-06-2018-0029","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46197987","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 : 2018-11-12DOI: 10.1108/IJPL-09-2018-0048
J. Hartley
PurposeThe purpose of this paper is to provide an overview of some pressing but under-researched aspects of public leadership. Ten propositions about public leadership are set out and these are intended to be thought-provoking and even controversial in order to stimulate researchers to design research which addresses key theoretical and practical questions about leadership in the public sphere. They will also help practitioners navigate an increasingly complex leadership context.Design/methodology/approachThis invited essay uses ten propositions about public leadership, selected from three sources: the leadership literature, the author’s own research and from collaborative research discussions with academics, policy makers and practitioners.FindingsThe first proposition argues for distinguishing public leadership from public service leadership given that the former is about leadership of the public sphere. Other propositions concern context; purpose; conflict and contest at the heart of public leadership; leadership with political astuteness; dual leadership; leadership projections; fostering resilience; leadership, authority and legitimacy; and the challenge to researchers to use research designs which reflect the complexity and dynamism of public leadership.Practical implicationsWhile this essay is primarily addressed to researchers, there are many ideas and concepts which practising leaders will find insightful and useful in their work.Originality/valueThis essay draws on deep experience in undertaking high-quality academic research about public leadership which draws from and feeds into policy and practice. It utilises organisational psychology, public management and political science to create synergies in order to enhance the understanding of public leadership.
{"title":"Ten propositions about public leadership","authors":"J. Hartley","doi":"10.1108/IJPL-09-2018-0048","DOIUrl":"https://doi.org/10.1108/IJPL-09-2018-0048","url":null,"abstract":"PurposeThe purpose of this paper is to provide an overview of some pressing but under-researched aspects of public leadership. Ten propositions about public leadership are set out and these are intended to be thought-provoking and even controversial in order to stimulate researchers to design research which addresses key theoretical and practical questions about leadership in the public sphere. They will also help practitioners navigate an increasingly complex leadership context.Design/methodology/approachThis invited essay uses ten propositions about public leadership, selected from three sources: the leadership literature, the author’s own research and from collaborative research discussions with academics, policy makers and practitioners.FindingsThe first proposition argues for distinguishing public leadership from public service leadership given that the former is about leadership of the public sphere. Other propositions concern context; purpose; conflict and contest at the heart of public leadership; leadership with political astuteness; dual leadership; leadership projections; fostering resilience; leadership, authority and legitimacy; and the challenge to researchers to use research designs which reflect the complexity and dynamism of public leadership.Practical implicationsWhile this essay is primarily addressed to researchers, there are many ideas and concepts which practising leaders will find insightful and useful in their work.Originality/valueThis essay draws on deep experience in undertaking high-quality academic research about public leadership which draws from and feeds into policy and practice. It utilises organisational psychology, public management and political science to create synergies in order to enhance the understanding of public leadership.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2018-11-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/IJPL-09-2018-0048","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45529052","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 : 2018-11-12DOI: 10.1108/IJPL-06-2017-0025
F. Ohemeng, E. Amoako-Asiedu, Theresa Obuobisa Darko
Purpose The purpose of this paper is to advance critical theoretical insights into the idea of “relational bureaucratic leadership” and its implications for public administration in developing countries (DCs). In doing so, the paper sets out new agendas for public service governance in DCs that recognizes the changing nature and emerging complexities of both the public service and society. Design/methodology/approach This is an exploratory study which synthesises literature in management, human resources, leadership studies and public administration, to understand the limitations of mainstream approaches to bureaucratic leadership in DCs, particularly SSA, with a view of identifying alternative practices. Findings Findings from this paper suggest that public service governance in DCs are embedded in complex dynamics between power relations, complexity and social norms, and bureaucratic leaders should, therefore, focus on building relationships as a means of deepening trust and enhancing cooperation among critical actors. The case for a shift in focus to “relationality” reflects changes in the broader global political economy, including emerging wicked and multi-faceted policy problems that require heterodox and context-sensitive responses from governments and greater collaboration among key stakeholders. Originality/value The analysis of the limitations of traditional approaches to public service governance in this essay reveals the importance of a shift from a preoccupation with conventional organizational forms and functions, to place greater emphasis on social networks and relationships, as a way of improving leadership efficiency in the public services of DCs.
{"title":"The relationship between leadership style and employee performance","authors":"F. Ohemeng, E. Amoako-Asiedu, Theresa Obuobisa Darko","doi":"10.1108/IJPL-06-2017-0025","DOIUrl":"https://doi.org/10.1108/IJPL-06-2017-0025","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to advance critical theoretical insights into the idea of “relational bureaucratic leadership” and its implications for public administration in developing countries (DCs). In doing so, the paper sets out new agendas for public service governance in DCs that recognizes the changing nature and emerging complexities of both the public service and society.\u0000\u0000\u0000Design/methodology/approach\u0000This is an exploratory study which synthesises literature in management, human resources, leadership studies and public administration, to understand the limitations of mainstream approaches to bureaucratic leadership in DCs, particularly SSA, with a view of identifying alternative practices.\u0000\u0000\u0000Findings\u0000Findings from this paper suggest that public service governance in DCs are embedded in complex dynamics between power relations, complexity and social norms, and bureaucratic leaders should, therefore, focus on building relationships as a means of deepening trust and enhancing cooperation among critical actors. The case for a shift in focus to “relationality” reflects changes in the broader global political economy, including emerging wicked and multi-faceted policy problems that require heterodox and context-sensitive responses from governments and greater collaboration among key stakeholders.\u0000\u0000\u0000Originality/value\u0000The analysis of the limitations of traditional approaches to public service governance in this essay reveals the importance of a shift from a preoccupation with conventional organizational forms and functions, to place greater emphasis on social networks and relationships, as a way of improving leadership efficiency in the public services of DCs.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2018-11-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/IJPL-06-2017-0025","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45617788","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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：