Dynamics of leadership in public service: theory and practice
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Armonk, NY [u.a.]
Sharpe
2005
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIX, 499 S. |
| ISBN: | 0765609010 |
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Datensatz im Suchindex
| _version_ | 1804142445629276160 |
|---|---|
| adam_text | Contents
J List of Exhibits x
I Preface xiii
! Types of Leadership xv
Major Assumptions in the Leadership Action Cycle xvi
1. Introduction 3
The Research and Literature on Leadership in the Mainstream and
Public Sector 5
Perennial Debates in Leadership Theory 14
A Discussion of Some Important Terms and Concepts 22
An Operational Definition of Leadership 26
The Leadership Action Cycle and Organization of the Book 28
Discussion Questions and Exercises 31
Case Study: The Story of Jim 31
2. Leader Assessments 33
Assessment of the Organization and Its Environment 36
Constraints of Leadership 55
Conclusion 59
Discussion Questions and Exercises 62
3. Leader Formulation and Prioritization of Goals 65
The Science and Art of Goal Setting 65
Generic Skills Used in Goal Setting 68
A Model of Leader Goal Formulation and Prioritization 68
Selecting Major Goals 78
Balancing Goals 82
Conclusion 89
Discussion Questions and Exercises 90
V
vi CONTENTS
4. Traits That Contribute to Leader Effectiveness 92
Self-Confidence 93
Decisiveness 95
Resilience 98
Energy 100
Need for Achievement 103
Willingness to Assume Responsibility 105
Flexibility 109
A Service Mentality 111
Personal Integrity 114
Emotional Maturity 118
Conclusion 122
Discussion Questions and Exercises 125
5. Skills That Contribute to Leader Effectiveness 128
Communication Skills 129
Social Skills 132
Influence Skills 136
Analytic Skills 141
Technical Skills 145
Continual Learning 148
Conclusion 152
Discussion Questions and Exercises 155
6. Task-Oriented Behaviors 157
The Underlying Logic of Each of the Behavior Domains 159
Monitoring and Assessing Work 160
Operations Planning 164
Clarifying Roles and Objectives 168
Informing 171
Delegating 173
Problem Solving 176
Managing Technical Innovation and Creativity 181
Conclusion 186
Discussion Questions and Exercises 189
7. People-Oriented Behaviors 191
Consulting 192
Planning and Organizing Personnel 196
Developing Staff 200
Motivating 206
CONTENTS vii
Managing Teams and Team Building 215
Managing Conflict 221
Managing Personnel Change 225
Conclusion 228
Discussion Questions and Exercises 232
8. Organizational-Oriented Behaviors 235
Scanning the Environment 236
Strategic Planning 240
Articulating the Mission and Vision 246
Networking and Partnering 250
Performing General Management Functions 254
Decision Making 256
Managing Organizational Change 262
Conclusion 268
Discussion Questions and Exercises 268
9. Theoretical Building Blocks: Contingency Factors and
Leader Styles 273
Contingency Factors 276
Dimensions of Styles 283
Types of Leader Styles 286
Conclusion 299
Discussion Questions and Exercises 303
10. Leadership Theories: Early Managerial and
Transactional Approaches 305
Use of a Causal-Chain Model to Compare Approaches and Theories 306
Early Management and Leadership Approaches 308
Transactional Approaches 312
Conclusion 331
Discussion Questions and Exercises 333
11. Leadership Theories: Charismatic and Transformational
Approaches 334
Precursors to Contemporary Charismatic and Transformational Theories 334
Comparing Transactional and Transformational Approaches
to Leadership 335
Charismatic and Transformational Approaches 338
Conclusion 354
Discussion Questions and Exercises 357
viii CONTENTS
12. Leadership Theories: Distributed, Specialized, and
Integrated Approaches 358
Distributed Leadership Approaches 358
Specialized Approaches 373
Integrated Leadership Approaches 386
Conclusion 394
Discussion Questions and Exercises 397
13. Leadership Development 398
The Nature of Leadership Development 398
Structured Experience and Associated Developmental Methods 402
Formal Training Design 407
Commonly Used Methods in Formal Training Programs 415
Conclusion 424
Discussion Questions and Exercises 426
14. Conclusion: Evaluating Leadership 428
Reviewing an Action Research Model of Leadership 428
Revisiting the Many Possible Definitions of Leadership 434
The Role of Context 435
Who Evaluates and How? 435
Conclusion 436
Appendix A Assessment of Organizational Conditions and Leader
Performance 437
Appendix B General Instructions for the Assessment of Organizational
Conditions and Leader Performance 448
B.I Tabulation Form 452
B.2 Profile 453
Appendix C Study of Federal Managers 456
Appendix D Study of Local Government Managers 458
Notes 461
References 467
Index 487
List of Exhibits
P. 1 The Leadership Action Cycle: Full View with Chapter References iv
1.1 The Administrator as Leader 7
1.2 Two Great Visionary and Entrepreneurial Leaders in the
Public Sector—With One Big Difference 9
1.3 Eras of Orthodox Leadership Theory and Research 11
1.4 Possible Definitions of Leadership in an Administrative Context 16
1.5 A Hierarchy of Terms Related to Types of Leader Activities 24
1.6 An Operational Definition of Leadership 28
1.7 An Overview of the Leadership Action Cycle 30
2.1 Organizational Effectiveness Criteria and the Constraints Leaders Face 34
2.2 A New Agency Director Discovers the Issues for Herself 35
2.3 A Classic Case Study of Innovation: Continuous-Aim Firing at Sea 42
2.4 Defining the Different Aspects of Subordinate Effort 46
2.5 A Continual Quest for Higher Performance Through Changing
Strategies: The United States Postal Service 50
2.6 A Leader Assesses His Organization and His Constraints 52
2.7 Possible Strategies When Deficiencies Exist in an Organization 54
2.8 Possible Strategies to Deal with Leadership Constraints 60
3.1 Model of Leader Goal Formulation and Prioritization 70
3.2 The End of a Life Cycle: The Decline and Demise of an Organization 73
3.3 The Role of Assistant City Managers 74
3.4 Personality-Based Decision Making 76
3.5 Firefighting: A Good Way to Handle Burning Buildings but a
Poor Way to Manage Organizations 80
4.1 Decisiveness and Law Enforcement 97
4.2 The Willingness to Serve and Sacrifice in Order to Be a Leader 107
4.3 The Arrogance of Contemporary Leadership Scholars 113
4.4 Extreme Moral Courage 116
4.5 Technical Brilliance and Emotional Immaturity: The Complex
Legacy of J. Edgar Hoover 121
4.6 Summary of Chapter 4 123
5.1 Basic Communication Skills Tips for Leaders 133
5.2 Charisma for Good or Evil 135
ix
x LIST OF EXHIBITS
5.3 Sources of Power and Related Types of Influence 140
5.4 The Corrosive Effects of Power 142
5.5 Technical Creativity Versus Leadership Ability 146
5.6 The Father of Consumer Advocacy in America: Harvey W. Wiley 149
5.7 Summary of Chapter 5 153
6.1 Overall Priority Given to Task, People, or Organization Behavioral
Competencies by Federal Supervisors and Executives Based on
Ranking of 150 Discrete Competencies 158
6.2 Summary of the Three Behavior Domains 160
6.3 Number of Federal Executives and Supervisors Rating Task-Oriented
Competencies among the Top-20 or Top-100 Competencies 162
6.4 Winning Wars through Tactics Rather Than Strategy 166
6.5 Five Improvement Strategies 180
6.6 Reasons for Innovation 183
6.7 Summary of Chapter 6 187
7.1 Number of Federal Executives and Supervisors Rating People-Oriented
Competencies among the Top 20-or Top-100 Competencies 193
7.2 Dick and Jane: The Management Version 197
7.3 How the World s Greatest Managers Develop Staff 203
7.4 The Study of Worker Motivation and the Hawthorne Studies 207
7.5 Rewards and Compensation Philosophies 208
7.6 Vroom s Expectancy Theory 211
7.7 Ten Common Problems That Teams Encounter 218
7.8 Summary of Chapter 7 229
8.1 Number of Federal Executives and Supervisors Rating Organizational-
oriented Competencies among the Top-20 or Top-100 Competencies 237
8.2 The Importance of Environmental Scanning 239
8.3 Ancient and Modern Examples of Strategy 245
8.4 A Compelling Vision 248
8.5 Partnering: Is It Cooperation or Cooptation? 253
8.6 Critique of a Decision-Making Fiasco: The Orange County Bankruptcy 263
8.7 Comparative Examples of Organizational Change 267
8.8 Summary of Chapter 8 269
9.1 Major Variables Considered by Prominent Leadership Theories 274
9.2 Correspondence between Theoretical Issues and an Applied Perspective 275
9.3 Factors Commonly Included in Major Leadership Theories 284
9.4 Five Common Style Dimensions 287
9.5 The President as Delegator 294
9.6 Styles Most Commonly Described by Leadership Theories 300
9.7 An Example of a Range of Styles 301
10.1 A Generic, Causal-Chain Model of Leadership 308
10.2 Causal-Chain Model Implicit in Classical Management Theory 310
LIST OF EXHIBITS xi
10.3 Causal-Chain Model Implicit in Universal Trait Theory 312
10.4 Causal-Chain Model Implicit in Blake and Mouton s Grid Theory 314
10.5 Causal-Chain Model Implicit in Situational Leadership 316
10.6 Causal-Chain Model Implicit in Path-Goal Theory 321
10.7 Causal-Chain Model Implicit in Leader-Member Exchange
(LMX) Theory 325
10.8 Causal-Chain Model Implicit in Normative-Decision Theory 327
10.9 Comparison of the Leader Styles Implied by Early Management
and Transactional Perspectives 332
11.1 A Rough Comparison of Transactional Theories and Transformational/
Charismatic Theories 337
11.2 Causal-Chain Model Implicit in Charismatic Leadership 341
11.3 Causal-Chain Model Implicit in Extreme Charisma 345
11.4 Causal-Chain Model Implicit in Transformational Leadership as
Change Master 347
11.5 Bass s Continuum of Leadership Styles 348
11.6 Causal-Chain Model Implicit in Transformational Leadership as
High Performance 351
11.7 Causal-Chain Model Implicit in Leadership Practices 354
11.8 Comparison of the Leader Styles Implied by Charismatic and
Transformational Perspectives 356
12.1 Causal-Chain Model Implicit in Substitutes for Leadership Theory 362
12.2 Causal-Chain Model Implicit in Superleadership 364
12.3 Causal-Chain Model Implicit in Self-Leadership 367
12.4 Causal-Chain Model Implicit in Self-Managed Teams 371
12.5 Causal-Chain Model Implicit in Shared Leadership 374
12.6 Causal-Chain Model Implicit in a Power Approach to Leadership 378
12.7 A Model of Ethical and Exemplary Leadership 382
12.8 Causal-Chain Model Implicit in an Ethics-Based Approach to
Leadership Studies 383
12.9 The Historical Challenges of Being a Female Leader 385
12.10 Causal-Chain Model Implicit in a Gender Approach to Leadership Studies 387
12.11 Causal-Chain Model Implicit in Chemers s Integrative Framework 391
12.12 Causal-Chain Model Implicit in Hunt s Synthesis 393
12.13 Causal-Chain Model Implicit in Van Wart s Leadership Action Cycle 395
13.1 An Example of Executive Training: The Federal Executive Institute 401
13.2 The Positive Effects of a Supportive Environment 402
13.3 The Pygmalion Effect 407
13.4 Using a Variety of Techniques to Enhance Recall 415
13.5 Weak and Strong Instructional Designs 421
13.6 The Effectiveness of Role Plays 422
14.1 The Leadership Action Cycle: Full View 429
|
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| title_full | Dynamics of leadership in public service theory and practice Montgomery Van Wart |
| title_fullStr | Dynamics of leadership in public service theory and practice Montgomery Van Wart |
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| title_short | Dynamics of leadership in public service |
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