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Journal articles on the topic 'Public leader'
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1
Bauer, Nichole M., Jeong Hyun Kim, and Yesola Kweon. "Women Leaders and Policy Compliance during a Public Health Crisis." Politics & Gender 16, no. 4 (August 17, 2020): 975–82. http://dx.doi.org/10.1017/s1743923x20000604.
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AbstractHow does the gender of a political leader affect policy compliance of the public during a public health crisis? State and national leaders have taken a variety of policy measures to combat the COVID-19 pandemic, with varying levels of success. While many female leaders have been credited with containing the spread of COVID-19, often through implementing strict policy measures, there is little understanding of how individuals respond to public health policy recommendations made by female and male leaders. This article investigates whether citizens are more willing to comply with strict policy recommendations about a public health issue when those recommendations are made by a female leader rather than a male leader. Using a survey experiment with American citizens, we compare individuals’ willingness to comply with policy along three dimensions: social distancing, face covering, and contact tracing. Our findings show that a leader's gender has little impact on policy compliance in general during the pandemic. These findings carry important implications for successful crisis management as well as understanding how a crisis in a nonmasculine issue context influences the effectiveness of a leader's ability to implement measures to mitigate the crisis.
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Zhang, Weizhe, Xiaoqiang Li, Hui He, and Xing Wang. "Identifying Network Public Opinion Leaders Based on Markov Logic Networks." Scientific World Journal 2014 (2014): 1–8. http://dx.doi.org/10.1155/2014/268592.
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Public opinion emergencies have important effect on social activities. Recognition of special communities like opinion leaders can contribute to a comprehensive understanding of the development trend of public opinion. In this paper, a network opinion leader recognition method based on relational data was put forward, and an opinion leader recognition system integrating public opinion data acquisition module, data characteristic selection, and fusion module as well as opinion leader discovery module based on Markov Logic Networks was designed. The designed opinion leader recognition system not only can overcome the incomplete data acquisition and isolated task of traditional methods, but also can recognize opinion leaders comprehensively with considerations to multiple problems by using the relational model. Experimental results demonstrated that, compared with the traditional methods, the proposed method can provide a more accurate opinion leader recognition and has good noise immunity.
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Fernandes, Adji Achmad Rinaldo, and Jhon Fresly. "Modeling of role of public leader, open government information and public service performance in Indonesia." Journal of Management Development 36, no. 9 (October 9, 2017): 1160–69. http://dx.doi.org/10.1108/jmd-12-2016-0322.
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Purpose The purpose of this paper is to investigate the relationship between public leadership and open government information to public service’s performance in Indonesia. Design/methodology/approach The object of the study is Jakarta Capital City Government, which is divided into five areas of administrative city and one administrative district, samples of 178 respondents are obtained. The analysis tools use the moderator regression analysis. The assumption of linearity is not met, and the alternative tools use nonparametric regression. This research uses the nonparametric moderator regression analysis: Truncated Spline. Findings The role of public leader has a significant and positive effect on public service performance, on different levels of role of public leader, moderated by the implementation of open government information. In the high level of open government information, it has a higher slope than the low level of open government information, in the range of moderate to high-level leader of public leaders. On the other hand, in the low level of open government information, it has a higher slope than the high level of open government information, in the range of moderate to high-level leader of public leaders. This shows that the higher implementation of open government information, the stronger the influence of role of public leader on public service performance. Originality/value No previous study has studied comprehensively the Moderation Effect of Open Government Information Policy in relationship between public leadership to public service performance, especially in Indonesia.
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Peng, Yu-Ping. "Relationship between job involvement, leader-member exchange, and innovative behavior of public librarians." Journal of Librarianship and Information Science 52, no. 2 (November 28, 2018): 441–50. http://dx.doi.org/10.1177/0961000618810378.
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Public library leaders require librarians to exhibit markedly high job involvement and notably innovative behaviors to maintain pace with rapidly varying environments. The study examined the relationships between the job involvement, leader–member exchange, and innovative behavior of public librarians through structural equation modeling. The finding identified the antecedents (job involvement and leader–member exchange ) of innovation behavior. Leader–member exchange was a significant moderator of the job involvement–innovative behavior relationship. The findings can enhance understanding of these relationships in the public library context. Finally, the study provided suggestions for leaders within the librarianship profession to develop for themselves and their subordinates.
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Wallace, Mike, and Michael Tomlinson. "Contextualizing Leader Dynamics: How Public Service Leaders Endeavour to Build Influence." Leadership 6, no. 1 (February 2010): 21–45. http://dx.doi.org/10.1177/1742715009354238.
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McLeay Thompson, Robert, and Christine Flynn. "Inter-sector senior leader transitions: experience and outcomes." International Journal of Public Sector Management 27, no. 1 (January 7, 2014): 85–93. http://dx.doi.org/10.1108/ijpsm-03-2012-0034.
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Purpose – The purpose of this paper is to explore the experience of senior leaders who move into the public sector from other sectors of the economy, a process referred to in this paper as inter-sector senior leader transitions. This is a little researched area of public sector leadership yet has significant implications for fundamental public sector reform. Design/methodology/approach – The paper employs an interview design to elicit senior leaders' stories of their transition into the public sector. Findings – The data suggest that successful senior leader transitions are more likely when a set of conditions is met; the leader transitions into CEO role, rather than levels below CEO, ministers provide inter-sector transition support, senior leaders develop responses to stress, senior leaders reject high formalization, their change processes focus on building capacity, and senior leaders confront dysfunctional organizational relationships directly. Research limitations/implications – The research relies on a relatively small sample. However, access to senior managers at this level can be difficult. Nevertheless, those senior managers who participated were very willing to share their stories. Practical implications – If public sector organizations are to realize the value of successful leaders from other sectors, they need to invest in structured processes that facilitate the transition. A laissez-faire approach is not viable given the cost of such transitions. Originality/value – The paper focuses on a little researched area of leadership experience which has significant implications for the development and change of the public sector.
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Valerio, Melissa A. "Lessons From a Public Health Leader." Health Education & Behavior 41, no. 5 (September 30, 2014): 554. http://dx.doi.org/10.1177/1090198114549374.
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Thomas, Norman C. "Jimmy Carter, Public Policy, and the Public Interest." Journal of Policy History 4, no. 4 (October 1992): 453–66. http://dx.doi.org/10.1017/s089803060000703x.
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By most assessments, Jimmy Carter's presidency was a failure. The popular image of Carter is that of a president who was politically naive, an inept manager, a well-meaning but nettlesome scold, and an unsuccessful leader. According to two recent scholarly evaluations, Carter was an ineffective leader who ranks in the bottom quintile of the thirty-nine presidents who have preceded George Bush.
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Karanika-Murray, Maria, Dimitra Gkiontsi, and Thom Baguley. "Engaging leaders at two hierarchical levels in organizational health interventions." International Journal of Workplace Health Management 11, no. 4 (August 6, 2018): 210–27. http://dx.doi.org/10.1108/ijwhm-07-2018-0086.
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Purpose Although visible leader support is an essential ingredient for successful organizational health interventions, knowledge on how leaders at different hierarchical levels engage with interventions is underdeveloped. The purpose of this paper is to explore leader engagement by drawing from the experiences of the intervention team. Design/methodology/approach Data from semi-structured interviews with the team responsible for implementing an organizational health intervention in two large UK organizations were used to examine how leaders at strategic (senior management) and operational (line managers) positions engaged with the intervention. Findings Thematic analysis uncovered 6 themes and 16 sub-themes covering the leaders’ initial reactions to the intervention, barriers to leader engagement, ways in which the intervention team dealt with these barriers, factors facilitating and factors accelerating leader engagement, and differences in engagement between leadership levels. Research limitations/implications This study can inform research into the conditions for optimizing leader engagement in organizational health interventions and beyond. Insights also emerged on the roles of leaders at different hierarchical levels and the value of perspective taking for intervention implementation. Practical implications Recommendations for bolstering the engagement of leaders in interventions are offered, that apply to all leaders or separately to leaders at strategic or operational levels. Originality/value The experiences of the intervention team who sought to engage leaders at different organizational levels to support the intervention are invaluable. Understanding how leader engagement can be maximized can better equip intervention teams for delivering successful interventions.
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Hutapea, Daniel P. "Leaders of Public Service Organizations: Improve Library Excellent Service." Tibanndaru : Jurnal Ilmu Perpustakaan dan Informasi 3, no. 1 (April 15, 2019): 16. http://dx.doi.org/10.30742/tb.v3i1.679.
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This study aims to determine the role of leaders in improving library excellent service. The object of research focuses on content the role of the leader in library excellent services. The scope of the study examines the embodiment of the leader's role performance in library excellent services. Research is a historical approach, has the main characteristics of critical research about developments in reality. Utilization of primary data is the main source of information and data search methods using library research. Using qualitative descriptive analysis and content analysis to analyze the importance of understanding the role of leaders, the performance of librarians and excellent service and its application in library organizations. The observation was carried out as supporting theoretical construction. The results showed that the role of leaders in improving library excellent service is; (1). Planning strategies and effective communication in the working mechanism of library organizations. (2). Improving the performance of librarians through enhancing professionalism and competence using an assessment of librarian performance measures
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Geys, Benny, Sara Connolly, Hussein Kassim, and Zuzana Murdoch. "Follow the Leader? Leader Succession and Staff Attitudes in Public Sector Organizations." Public Administration Review 80, no. 4 (May 10, 2020): 555–64. http://dx.doi.org/10.1111/puar.13189.
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Al Fatih, Muhammad Irsyad, and Luki Wijayanti. "Leadership In The Public Library : Case Study In Tenteram City Public Library." Record and Library Journal 3, no. 1 (January 9, 2018): 50. http://dx.doi.org/10.20473/rlj.v3-i1.2017.50-62.
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In the formal and informal organization, it is always found someone who is considered more prominent than others, who then appointed or designated as a leader. The Leader of an organization is expected to have leadership qualities, which showed his skills in leading organizations. A leader in the library requires synergy between skills in library management and leadership in general in order to create a good working atmosphere and to encourage the library staff in providing the best services to the patron community. Tenteram City Public library since year of 2018 has never experienced a change of its leader. Research using qualitative approach aimed to identify the leadership of Tenteram City public library leader in developing human resources and library services. Data of this study is gathered through observation and interviews. It is found that the head of the library serves as a role model in imbedding working discipline, he never involved the staff in decision making, the fear of making mistake is the working atmosphere created in the library. The Research found that the head of Tenteram City public library adopts autocratic leadership.
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Nullens, Patrick. "Towards a Spirituality of Public Leadership: Engaging Dietrich Bonhoeffer." International Journal of Public Theology 7, no. 1 (2013): 91–113. http://dx.doi.org/10.1163/15697320-12341268.
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Abstract This article is a reflective answer to the growing interest in the ‘spirituality’ of a leader found both among active leaders and in the field of Leadership Studies. The term ‘spirituality’ is so complex, however, it requires a more thorough theological reflection than (secular) Leadership Studies can offer, especially considering the more specific matter of how a Christian leader embodies his/her spirituality in his/her leadership. This article discusses four components of leadership: the leader’s sense of reality, the sense of a higher calling, the sense of belonging and the sense of morality. Further, the thought of Dietrich Bonhoeffer provides each of these components with not only a Christian but an explicitly Christocentric content.
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Obuobisa-Darko, Theresa, and Kwame Ameyaw Domfeh. "Leader behaviour to achieve employee engagement in Ghana: a qualitative study." International Journal of Public Leadership 15, no. 1 (February 11, 2019): 19–37. http://dx.doi.org/10.1108/ijpl-04-2018-0018.
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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.
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LIU, FRANK C. S. "CONSTRAINED OPINION LEADER INFLUENCE IN AN ELECTORAL CAMPAIGN SEASON: REVISITING THE TWO-STEP FLOW THEORY WITH MULTI-AGENT SIMULATION." Advances in Complex Systems 10, no. 02 (June 2007): 233–50. http://dx.doi.org/10.1142/s0219525907001008.
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The conventional wisdom derived from the two-step flow theory suggests that opinion leaders have great influence on their followers. However, it has been difficult for social scientists to measure and describe the extent to which political opinion leaders influence voters, especially when voters today access multiple information sources like communication networks and self-selected news media. This paper fills this gap by using agent-based modeling to represent what the two-step flow theory describes about opinion leader influence and refines the theory based on the findings. First, opinion leader influence does not diffuse to the public without homogeneous communication networks. Second, opinion leader influence usually does not diffuse widely to the public because it inevitably faces resistance from self-strengthening communication networks.
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Cosner, Shelby, and Mary F. Jones. "Leading school-wide improvement in low-performing schools facing conditions of accountability." Journal of Educational Administration 54, no. 1 (February 1, 2016): 41–57. http://dx.doi.org/10.1108/jea-08-2014-0098.
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Purpose – The purpose of this paper is to advance a framework that identifies three key domains of work and a set of more nuanced considerations and actions within each domain for school leaders seeking to improve school-wide student learning in low-performing schools facing conditions of accountability. Design/methodology/approach – Review of literature. Findings – Drawing from the work of Robinson et al. (2008), the authors identify and discuss a set of nuanced considerations and actions for school leaders seeking to improve school-wide student learning in low-performing schools facing conditions of accountability. These considerations and actions fall into three broad domains of leader work: first, goal setting and planning for goal achievement; second, promoting and participating in teacher learning; and third, planning, coordinating, and evaluating teaching and curriculum. Practical implications – This paper generates implications for school leaders, and school leader developers, school districts, and state departments’ of education. The authors detail two key implications for school districts and/or state departments’ of education as they seek to offer guidance and support to low-performing schools facing conditions of accountability. It also generates a testable framework that can be drawn upon to examine school improvement and the work of school leaders in low-performing schools facing conditions of accountability. Originality/value – The analysis reveals unique challenges and considerations situated within each of the three domains of leader work found by Robinson et al. (2008) to have moderate to strong effects on student outcomes. These issues motivate an assortment of more nuanced leader actions and considerations in each of the three domains of leader work of consequence to student learning. The analysis provides an important accounting of an assortment of nuanced actions and considerations likely to be necessary if leaders are to support the improvement of student learning in these uniquely challenged settings.
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Walter, Aaron T. "Foreign Policy: Public Opinion and Political Legacy." Slovak Journal of Political Sciences 15, no. 3 (July 1, 2015): 202–20. http://dx.doi.org/10.1515/sjps-2015-0009.
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Abstract To the degree that public opinion, as domestic variable, influences a leaders decision-making in the area of foreign affairs is significant. Political leaders use public opinion polling to support government position or in attempts to mold policy position(s) in the affirmative. The following article investigates how public opinion affects U.S. presidential foreign policy decisions and to the degree those decisions are the base for political legacy. The theoretical argument is that domestic variables and leaders decisions often act in mutual support of each others in complementary interests and when not the case, it is the leader whose agenda setting or creating a frame impacts public opinion.
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Lagunova, Irina Sergeevna. "Mindfullness and eco-consciousness as traits of the new generation of public leader." KANT 38, no. 1 (March 2021): 126–30. http://dx.doi.org/10.24923/2222-243x.2021-38.26.
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In this article, the author raises the question of what we will understand by the social leader of a new generation that has witnessed a global world transformation characterized by the acute threat of nuclear war, the problem of environmental pollution and the preservation and development of life on Earth, and the degradation of human abilities due to the constant use of technology. The solution of these problems largely depends on the public leaders, so the study of the personality of the leader and its qualities is a fundamentally important issue.
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Thahir, Ali Bin. "The Principle of Public Relations in Leadership in Educational Institutions." International Conference of Moslem Society 3 (April 12, 2019): 108–16. http://dx.doi.org/10.24090/icms.2019.2372.
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Leadership within specialized institutions in educational institutions has a very urgent function in facilitating comparative achievements among followers, also providing opportunities for them to develop and innovate. A leader also has an important role in the development of the institution he leads, where the leader becomes an effective communicator that he can actually establish a good communication relationship between personal leaders and followers, as well as those who do not only within the internal relations circle, however, a good relationship must extend beyond the institution's discussion room to the social discussion space around the institution because educational institutions are related to institutions that relate to the surrounding social community. A leader must be able to establish a good relationship between himself, his followers and also the social environment around the institution that might be more focused on the parents of the institution's students, so the principles of public relations must be needed in researchers in educational institutions, because the basis of success in social life is good communication between social individuals.
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Hattke, Fabian, and Judith Hattke. "Lead by example? The dissemination of ethical values through authentic leader inspiration." International Journal of Public Leadership 15, no. 4 (October 31, 2019): 224–37. http://dx.doi.org/10.1108/ijpl-06-2019-0034.
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Purpose The purpose of this paper is to propose that leaders who promote ethical values authentically will be more effective in inspiring followers to behave ethically than inauthentic leaders. It further hypothesizes that authentic ethical inspiration by leaders will transform followers’ prosocial motivation so that they internalize their leader’s values and act accordingly. Design/methodology/approach The study tests this moderated-mediation model based on survey data from 741 officers in the Federal Armed Forces Germany who are leaders and follower simultaneously. Findings Leader authenticity moderates the relationship between leader ethical influence and follower ethical behaviors. The effect is significant and substantial. Leader ethical influence has a significant, yet marginal effect on follower prosocial motivation, which, in turn, strongly relates to follower ethical behaviors. Research limitations/implications Although leader authenticity is a value in itself, it says little about the contents of leaders’ ethical values. Thus, future research should not confound authentic leadership with ethical leadership. Prosocial motivation is a comparatively stable characteristic of individuals, which is rather resilient against leader influence. Practical implications “Softer” means of leader influence are effective in the coercive context of public command-and-control organizations. By cascading down the hierarchy, ethical values disseminate throughout the organization. The study draws these conclusions within the limitations of a cross-sectional analysis. Originality/value This study is the first to investigate the moderating role of perceived leader authenticity in the relationship between leader ethical inspiration and follower ethical behaviors.
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Deserranno, Erika, Miri Stryjan, and Munshi Sulaiman. "Leader Selection and Service Delivery in Community Groups: Experimental Evidence from Uganda." American Economic Journal: Applied Economics 11, no. 4 (October 1, 2019): 240–67. http://dx.doi.org/10.1257/app.20180248.
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In developing countries, NGOs and governments often rely on local groups for the delivery of financial and public services. This paper studies how the design of rules used for group leader selection affects leader identity and shapes service delivery. To do so, we randomly assign newly formed savings and loan groups to select their leaders using either a public discussion procedure or a private vote procedure. Leaders selected with a private vote are found to be less positively selected on socioeconomic characteristics. This results in groups that are more inclusive toward poor members, without being less economically efficient. (JEL D72, O16, O17, O22, Z13)
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Eyal, Ori, Talya R. Schwartz, and Izhak Berkovich. "Ideological leadership in public schools." Journal of Educational Administration 58, no. 3 (April 2, 2020): 303–20. http://dx.doi.org/10.1108/jea-08-2019-0131.
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PurposeThis study aims to explore the conception and construct of ideological leadership (IL) as it relates to public organizations, such as public schools, and to validate a tool for its measurement in this setting.Design/methodology/approachData was collected from 633 teachers working at 69 randomly-sampled Israeli public schools. In each school, an average of nine (SD = 2) randomly-sampled teachers completed questionnaires that measure IL, transformational leadership, organizational commitment, leader-member exchange and motivational factors. The data underwent validity and hypotheses tests.FindingsThe hypothesized presence of the personalized and socialized IL orientations among public-school principals has been confirmed. Only personalized IL predicted teachers' outcomes above and beyond transformational leadership, affecting measures of organizational commitment, leader-member exchange and controlled motivation.Originality/valueNew evidence supports the validity of this proposed measurement tool. New evidence also suggests that although ideology has been known to be a factor of charismatic leadership, IL in close public-school settings accentuates practices of control, rather than proselytizing coherent worldviews to teachers. This, in turn, may have a deleterious influence on work outcomes and outweigh the possible benefits of IL. Accordingly, it is suggested that school leaders should critically consider the desirability of embracing ideological zeal as part of their leadership tools.
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Love, Gregory J., and Leah C. Windsor. "Populism and Popular Support: Vertical Accountability, Exogenous Events, and Leader Discourse in Venezuela." Political Research Quarterly 71, no. 3 (January 7, 2018): 532–45. http://dx.doi.org/10.1177/1065912917749752.
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As a populist leader, Hugo Chavez famously used emotionally charged populist rhetoric to appeal to a broad base of poor and working-class Venezuelans. Was his choice of linguistic discourse a tool of popular control, response to public opinion, or both? Answering this question sheds light on the effectiveness of classical democratic conceptions of vertical accountability for populist leaders. Using a theoretical framework incorporating macro implications of Zaller’s receive-accept-sample (RAS) model, the concept of Erikson, Mackuen, and Stimson’s mood, and latent public opinion, we develop several competing expectations regarding rhetoric and presidential approval in Venezuela. Using computational sentiment analysis on a unique dataset of transcripts from Chavez’s Aló Presidente broadcasts, we evaluate Chavez’s quarterly public approval ratings with vector autoregression (VAR) and Koyck models. Results indicate presidential approval levels are causally linked to not only exogenous economic factors but also leader discourse. Results also indicate that leader language is not shaped by approval levels, illustrating the power of messaging and media control for populist leaders and the potential limits of democratic accountability.
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Nichols, Ken. "Case Study #11: Being There by Jerzy N. Kosinski." Public Voices 15, no. 1 (July 19, 2017): 101. http://dx.doi.org/10.22140/pv.515.
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The case study focuses on characteristics of the leader. Following the main protagonist’s odyssey, you will consider what qualities we expect from our leaders, what responsibilities we place with our leaders in general and our public leaders in particular, and how leaders and followers relate.
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Moorosi, Pontso, and Carolyn Grant. "The socialisation and leader identity development of school leaders in Southern African countries." Journal of Educational Administration 56, no. 6 (September 3, 2018): 643–58. http://dx.doi.org/10.1108/jea-01-2018-0011.
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Purpose The purpose of this paper is to explore the socialisation and leader identity development of school leaders in Southern African countries. Design/methodology/approach The study utilised a survey of qualitative data where data collection primarily involved in-depth interviews with school principals and deputy principals of both primary and secondary schools. Findings Findings revealed that early socialisation to leadership transpired during childhood and early schooling at which points in time the characteristics and values of leadership integral to the participants’ leadership practice were acquired. Initial teacher training was found to be significant in introducing principalship role conception. Leader identity was also found to develop outside the context of school through pre-socialising agents long before the teaching and leading roles are assumed. Originality/value The study presents an overview of the findings from four countries in Southern Africa, providing a complex process with overlapping stages of career socialisation. Existing research puts emphasis on formal leadership preparation as a significant part of socialisation – this study suggests alternatives for poorly resourced countries. Significantly, the paper improves our understanding that school leader identity is both internal and external to the school environment.
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Trani, Eugene P. "The changing American college presidency from public to public‐private leader." Perspectives: Policy and Practice in Higher Education 1, no. 2 (June 1997): 33–39. http://dx.doi.org/10.1080/1360318970010202.
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Bausch, Andrew W. "Coalition Formation and Selectorate Theory: An Experiment." Political Science Research and Methods 5, no. 2 (November 25, 2015): 261–75. http://dx.doi.org/10.1017/psrm.2015.63.
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This paper uses a laboratory experiment to examine how different rules for re-selecting the leader of a group affects how that leader builds a winning coalition. Leaders play an inter-group game and then distribute winnings from that game within their group before standing for re-selection. The results of the experiment show that leaders of groups with large winning coalition systems rely heavily on distributing winnings through public goods, while leaders of groups with small winning coalition systems are more likely to target specific citizens with private goods. Furthermore, the experiment shows that supporters of small coalition leaders benefit from that support in future rounds by receiving more private goods than citizens that did not support the leader. Meanwhile, citizens that support a large coalition leader do not benefit from this support in future rounds. Therefore, small coalition leaders target individual citizens to maintain a coalition over time in a way not possible in a group with a large winning coalition. Finally, in the experiment, small coalition leaders increased their payoffs over time, suggesting that once power has been consolidated, small coalition leaders narrow their coalition.
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Stelmokienė, Aurelija, and Auksė Endriulaitienė. "CONGRUENCE BETWEEN REAL AND IDEAL LEADER. WHAT MATTERS MORE IN TODAY’S WORK WORLD: ETHICAL BEHAVIOR OF A LEADER OR PRODUCTIVITY?" Business: Theory and Practice 21, no. 1 (March 6, 2020): 184–91. http://dx.doi.org/10.3846/btp.2020.11800.
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This paper draws from follower centric perspective and implicit leadership theories to explore factors that predict higher congruence between real and ideal leader in followers’ view. It also examines the impact of sociodemographic and organizational characteristics to the prediction of perceived congruence. 267 Lithuanian employees from private and public organizations participated in internet-based survey. Followers filled up a questionnaire about their direct middle supervisors: they rated fit between ideal and real leader, leader’s ethical behaviour and productivity of work unit. Results indicate that both ethical behaviour of a leader and productivity are important predictors of employees’ perceived congruence between real and ideal leader. However, ethical behaviour has significantly higher standardized beta coefficients in comparison with productivity in public sector organizations. Therefore, the context needs to be considered when making leaders’ selection and promotion decisions based on follower preferences. Important insights for leadership research are also discussed in the paper.
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Körösényi, András. "Political Representation in Leader Democracy." Government and Opposition 40, no. 3 (2005): 358–78. http://dx.doi.org/10.1111/j.1477-7053.2005.00155.x.
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AbstractThe essay focuses on the neglected problem of democratic politics, i.e. on the role of leadership. Although in democracies public office holders are controlled to a certain extent, leaders still have wide room for political manoeuvre and decide without any ‘instruction’ of the citizens. Re-working Weber's and Schumpeter's theory, the author aims to build the model of leader democracy. He highlights the major traits of it in a comparison with the deliberative and the aggregative–utilitarian concepts of democratic theory. The theory of leader democracy is applied to the problem of representation, which, in contrast to mechanical mirroring, gains a new, dynamic and qualitative meaning.
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Maehr, Martin L., Carol Midgley, and Timothy Urdan. "School Leader as Motivator." Educational Administration Quarterly 28, no. 3 (August 1992): 410–29. http://dx.doi.org/10.1177/0013161x92028003011.
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Haley, Pamela. "Leadership is Central to the Organizational Success of Libraries." Evidence Based Library and Information Practice 2, no. 2 (June 6, 2007): 107. http://dx.doi.org/10.18438/b8688d.
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A review of:
Mullins, John, and Margaret Linehan. “The Central Role of Leaders in Public Libraries.” Library Management 26.6/7 (2005): 386-96.
Abstract
Objective – To provide an understanding of the concept of leadership as perceived and practised by a group of international public library leaders, thereby contributing to the existing body of literature on this topic.
Design – Qualitative study employing in-depth, face-to-face interviews with 3 subjects and 27 e-mail interviews based on 30 structured questions formulated from a review of the literature.
Setting – Nottingham and Rotherham, two cities in th Public libraries in Ireland, Britain, and the east coast of the United States during 2003/04.
Subjects – Thirty senior public library leaders.
Methods – Thirty top level library leaders, 50% of whom came from outside Ireland, were selected based on the following rationale concerning their institutions: have a history of providing publicly funded public libraries; are under-researched; and, accessibility for the authors. Irish librarians were chosen based on their national profile, geographic convenience to the researchers, and availability/cooperation. Only library leaders or deputy leaders were considered. Interviews for 27 candidates where scheduled via e-mail and 3 were arranged through face-to-face meetings. Participants were asked 30 structured questions drawn from the current literature on leadership. Responses were recorded electronically and later transcribed for analysis via a grounded theory approach that categorized the data. This method of analysis endeavours to provide theory based on research observations that begin from qualitative data and then go through a process of sifting and categorization, which leads to a hypothesis.
Main results – Nine broad categories emerged from the "grounded theory analysis." The paper deals with only 1 - the central role of the library leader. In response to queries by the authors, 67% (20) agreed that leadership took precedence over all other factors as a determinant for organizational success. Ten (33%) disagreed and were evenly split as to their reasons. Five said it was an important factor, and five felt leadership did not take precedence over other drivers of success. The study reveals that leaders do have an impact in determining organizational culture, with 63% saying the leader determines the culture, and 37% stating the leader only contributes to the culture of an organization. National cultural differences affect this point of view, for example 73% of the Irish public librarians, 60% of the British public librarians, and 40% of the American public librarians stated that it is the leader rather than the staff who determine organizational culture. Another core finding reveals that not all CEO's are leaders and not all librarians are leadership material, which points to the need for more classic leadership training.
Conclusion – Based on the study's findings, the authors hypothesize that leadership is a central component in the strategic and operational practices and success of public librarianship. Transformational, rather than "leader centric" methods of leadership encourage growth of organizational change and success.
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Abrams, Sarah E. "The Retirement of a Public Health Nurse Leader." Public Health Nursing 26, no. 3 (May 2009): 290–92. http://dx.doi.org/10.1111/j.1525-1446.2009.00781.x.
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Hirschmann, JV. "Charles Edward Smith: Coccidioidomycologist and public health leader." Journal of Medical Biography 28, no. 1 (January 22, 2020): 24–30. http://dx.doi.org/10.1177/0967772019896973.
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Although Charles Edward Smith did not discover coccidioidomycosis, he defined the disease through his infatigueable studies of the epidemiology, clinical findings, and immunology of this infection. He became its preeminent authority. He also had an important role in the development of public health, and for the last 16 years of his life he was the Dean of the School of Public Health at the University of California at Berkeley, where he was a revered and energetic leader.
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Xavier, John Antony. "How to be a great public service leader?" Sri Lanka Journal of Development Administration 4 (June 30, 2014): 15. http://dx.doi.org/10.4038/sljda.v4i0.7101.
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Felix, Chikelu Okey, and Rosita Bint Arshad . "Examining Moral Reasoning and Transactional Leadership behaviour in the Nigerian Public Sector." Journal of Economics and Behavioral Studies 7, no. 3(J) (June 30, 2015): 110–18. http://dx.doi.org/10.22610/jebs.v7i3(j).587.
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The relationship between moral reasoning and leadership style has received considerable attention for decades, however this has been not fully explicated as different leadership styles elist different ethical values. What constitutes moral behaviour is conflicting and subjective. This study examines public leaders’ degree of moral judgment associated with leadership styles in a public sector organization. To test the hypothesized relationship, data were collected using questionnaire survey distributed to 550 workers out which 300 were found worthy to be used. The Defining Issues Test (DIT2) and the Multifactor leadership questionnaire (MLQ X5) were completed by leaders and subordinates respectively. The PLS path analysis of the structural model indicates significant statistical relationship between cognitive moral development (CMD) and transactional leadership style (TSL) ( β= -0.214, P< 0.012). However, we argue that cognitive moral development is amiable to the individual qualities of the leader that might necessitate the application of particular leadership style and behaviour. We also found collaboration evidence that leaders high in cognitive moral development are perceived more as transformational leaders by their subordinates. Finally, we suggest that the dichotomies between moral reasoning and leadership style are hinged more on individual leadership values and motivational beliefs.
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Abrori, Husnan. "Revitalisasi Kepemimpinan Untuk Meningkatkan Mutu Pendidikan Madrasah." J-MPI (Jurnal Manajemen Pendidikan Islam) 3, no. 2 (December 28, 2018): 85. http://dx.doi.org/10.18860/jmpi.v3i2.6456.
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<em>There are no stupid people; there are people who do not know or are late to know. It is best for leaders to humanize humans, provide motivation, give opportunities for creativity to emerge, cultivate them according to their capacity so that innovation and their imagination do not sleep. A good leader will not look for mistakes blindly, or blame in public. Angry in public is killing human characters. The implication is that they will be quiet and lazy to innovate because there is no appreciation. So that they just become obedient and say it's up to the leader. Leaders who are imprisoned in respect and appreciation only will feel happy to be respected and respected even though it is another name for the sleeping of subordinate creativity. The worse is the top down instruction model leader who is an admirer of the institutional hierarchy who places a leader as the highest authority in the management area, so he always feels right, and taboo to be criticized and blamed. Apologies, ask for help, thank you for never coming out in verbal linguistics. There are only procedures, concepts, rigid instructions that are haram to be criticized. Therefore it is necessary to revitalize leadership in the madrasa.</em>
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Andrushkiv, B., N. Kyrych, O. Pohaidak, R. Sherstiuk, L. Melnyk, T. Kuz, and O. Hahaliuk. "Peculiarities of development and results of state management in Ukraine during independence (publicistic and scientific essay on solving managerial, philosophical and ideological problems in the state)." Galic'kij ekonomičnij visnik 66, no. 5 (2020): 204–15. http://dx.doi.org/10.33108/galicianvisnyk_tntu2020.05.204.
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The problems of public management in the post-totalitarian society are highlighted in this paper. According to the available publications, specific examples of miscalculations in the state development are given. Their inheritance and logical-consequential connection with the efficiency of state management by society development are determined. The analysis of our state management by each president of Ukraine in the context of positive and negative achievements is carried out. Their causal relationship from the beginning of independence to the present is analyzed. The nature of miscalculations is considered. The problem of low responsibility or its absence for the majority of Ukrainian leaders, politicians and public figures is described. The principles being projected on any branch of national economy making it possible to strengthen responsibility and thus to provide relative management efficiency are offered. Some impact factors contributing to the effective work of managers are considered. Thesis about the lack of responsibility according to the results of management resulting in managers abuse at different levels and different forms of ownership and the need to ensure it is substantiated. It is recommended to support the concept of responsibility by forming «corporate ethics» code from enterprise manager to public management leaders. Moral crisis of the leaders, especially in public sector, which is the primary source of corruption is emphasized, as the main morality ideologist for the leader should be education, responsibility, spirituality, patriotism and professionalism, etc. Special attention is paid to the need for managers to implement the «corporate culture» and oneself formation as the state leader in order to improve management efficiency. It is defined that the properties characterizing successful leader and which are possessed by every leader will make it possible to create favorable climate for their employees and in the country. It is proposed to develop the moral code for the first leaders of the state, as behavior rules, which should be collected in the organization charter or behavior code for manager, employee, entrepreneur, owner and others.
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&NA;. "Follow the Leader." Journal of Occupational and Environmental Medicine 42, no. 5 (May 2000): 545. http://dx.doi.org/10.1097/00043764-200005000-00013.
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Bodet, Marc André, Yannick Dufresne, Joanie Bouchard, and François Gélineau. "Follow the (ISSUE) Leader? The Leader-Led Nexus Revisited." Public Opinion Quarterly 83, no. 4 (2019): 661–89. http://dx.doi.org/10.1093/poq/nfz048.
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Abstract Public opinion scholars have long debated the relationship between policy preferences, electoral candidates, and voters. While some argue that voters’ positions on the issues of the day affect the positions candidates take, others argue that relationship runs the other way. Gabriel Lenz’s 2012 book on the leader-led nexus provides an original design and provocative conclusions in a comparative context, though some have criticized the author’s findings (see, for instance, Matthews 2017). This article makes use of a multiwave voting advice application (VAA) panel dataset collected in the Canadian province of Quebec to test the generalizability of some of Lenz’s fundamental conclusions. Our results show that the influence of leaders on voters may be less important—or even reversed—where issues at stake are easy for voters to understand. The results offer evidence of issue priming and partisan influence; as well, the effect of leader influence on voters’ issue positions can vary by age group.
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Magombo-Bwanali, Neria. "Relationship between Leader Behaviours and Subordinates’ Work Performance." International Journal of Research in Business and Social Science (2147-4478) 8, no. 1 (February 24, 2019): 50–63. http://dx.doi.org/10.20525/ijrbs.v8i1.180.
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The paper assesses the relationship between leader behaviours and subordinates’ work performance in the context of tax administration. Data were collected in Malawi using two validated questionnaires administered online for subordinates and team leaders at a field office of a tax administration. Frequency distributions were used to identify dominant primary leader behaviours and the Spearman’s rank-order correlation analysis was used to assess the relationship between leader behaviours and subordinates’ work performance. Participative path-goal leadership behaviour is the most common primary leadership behaviour that team leaders in tax administration employ. Secondly, supportive and achievement oriented leader behaviours have a significant relationship with subordinates’ work performance in tax administration. The study concluded that achievement oriented path-goal leadership behaviour could be effective for public organisations involved in law enforcement. It is recommended that leaders should conduct a self-assessment of their leadership; adopt the relations-oriented leadership behaviours and incorporate coaching during performance evaluation exercise; and that organisations should equip leaders with leadership and management skills through training.The study is limited by the small sample-size, therefore, future studies could repeat the assessment with a larger sample and determine the mathematical equations for predicting the effect of each leadership behaviour on subordinates’ work performance.
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Erkutlu, Hakan, and Jamel Chafra. "Leader psychopathy and organizational deviance." International Journal of Workplace Health Management 12, no. 4 (July 25, 2019): 197–213. http://dx.doi.org/10.1108/ijwhm-12-2018-0154.
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Purpose The purpose of this paper is to analyze the relationship between leader psychopathy and organizational deviance. In particular, the authors introduce employee’s psychological safety as the mediator. Furthermore, the moderating role of moral disengagement in the relationship between leader psychopathy and organizational deviance is also considered. Design/methodology/approach The data of this study include 611 certified nurses from 9 university hospitals in Turkey. The proposed model was tested by using hierarchical multiple regression analysis. Findings The results of this study supported the positive effect of leader psychopathy on organizational deviance along with the mediating effect of employee’s psychological safety. Furthermore, when the level of moral disengagement is low, the relationship between leader psychopathy and organizational deviance is weak, whereas the effect is strong when the level of moral disengagement is high. Practical implications The findings of the study recommend that administrators in the healthcare industry ought to be sensitive in treating their subordinates, since it will result in positive organizational relationship, which, subsequently, will certainly reduce organizational deviance. Furthermore, they have to pay more focus on the buffering role of moral disengagement for all those subordinates with high distrust and displaying organizational deviance. Originality/value This paper contributes to the literature about workplace deviance by uncovering the relational mechanism between leader psychopathy and employee organizational deviance. Furthermore, it includes practical assistance to healthcare employees and their leaders interested in building trust, increasing leader–employee relationship and reducing organizational deviance.
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Salehzadeh, Reza. "Leader–member exchange in public organizations: a qualitative study." International Journal of Public Leadership 16, no. 1 (December 19, 2019): 59–87. http://dx.doi.org/10.1108/ijpl-08-2019-0054.
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Purpose The purpose of this paper is to propose the new typologies of leader–member exchange (LMX) theory. Design/methodology/approach This research conducted a thorough, targeted literature review along with a qualitative research method involving in-depth, open-ended and semi-structured interviews. The interviews were conducted with 21 managers and 70 employees of different public organizations during the two years. After interviews, data were transcribed and the qualitative research method of theory elaboration was used to extract the themes from the transcripts. Findings The results showed that the LMX has a dynamic nature with four different versions. Also, the results discovered the multi-level of LMX with three different types of leaders’ styles. In addition, four factors that cause damage to high-quality relationships have been identified (i.e. perceived dissimilarity, feeling of being betrayed, failure to meet the expectations and impression management). Finally, the results discovered five dark sides of LMX. Originality/value This research proposes the new typologies of LMX and the approach and findings of this research contribute to the literature of leadership theories.
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Lin, Mei-Mei. "What is the Affect by Leader Emotion in an Organization? Exploring the Effects of Leader Emotion on Leader Role and Employee Impression." International Journal of Business and Management 12, no. 1 (December 28, 2016): 239. http://dx.doi.org/10.5539/ijbm.v12n1p239.
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Because communication media is existence that leads to public figures change public affairs get easier via their speech statement or article. Above lures makes this work considers character of the leader would significant influence to whole enterprise operation. Therefore this work supposes leader emotion maybe positive emotion or negative emotion would affect the relationship between leader role and employee impression. According to the result of statistical analysis reveals emotion that involve with positive emotion and negative emotion of leader is moderator to influence the relationship between leader role and employee impression. If a company would like to create a designate employee impression style could be focus on leader character also employee impression built upon the leader emotion. Thus this work explains rank- and-file employees impression created will be different in positive leader emotion or negative leader emotion. Emotion of leader would deep and far affect a company through employees indirectly.
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Freeston, Kenneth R. "Leader Substitutes in Educational Organizations." Educational Administration Quarterly 23, no. 2 (May 1987): 45–59. http://dx.doi.org/10.1177/0013161x87023002005.
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Quek, Kai, and Alastair Iain Johnston. "Can China Back Down? Crisis De-escalation in the Shadow of Popular Opposition." International Security 42, no. 3 (January 2018): 7–36. http://dx.doi.org/10.1162/isec_a_00303.
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Many analysts argue that public opinion creates pressure on Chinese leaders to act coercively in territorial disputes, and that it also limits their options to de-escalate once crises have broken out. Evidence suggests, however, that Chinese leaders may prefer having more flexibility rather than less in a crisis. Using original data generated by a survey experiment conducted in China in 2015, this article examines several strategies that Chinese leaders could use to reduce public pressure so as to make concessions in a crisis easier. These strategies include pledging to use economic sanctions instead of force; invoking China's “peaceful identity”; citing the costs of conflict to China's development; accepting United Nations mediation; and backing down in the face of U.S. military threats. In all cases except one, approval for the leader increases over a baseline level of support for making concessions. The exception is if the leader backs down in the face of U.S. military threats. Here, approval drops below the baseline level of support, especially for nationalists and hawks. The findings suggest that if one assumes that Chinese leaders are constrained by public opinion, a U.S. cost-imposition strategy to compel China to back down in crises may have the opposite effect—tying Chinese leaders' hands even tighter.
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Hai, Thanh Nguyen, and Quang Nguyen Van. "Servant Leadership Styles: A Theoretical Approach." Emerging Science Journal 5, no. 2 (April 1, 2021): 245–56. http://dx.doi.org/10.28991/esj-2021-01273.
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The main objective of the article is to examine the leadership style through a number of analyses, evaluations and researches from available sources, in order to discover suggested facts related to leadership activities through the prisms of servant leadership theory. So far, many leadership theories have been developed, proposing different leadership styles. One of the most discussed leadership styles is the servant leadership, which implies that a person must be human first, leader second. Every leader must whole heartedly serves an organization to which he/she belongs. This is both an honor and a great responsibility for the leader. The main methods used in the article are analysis, synthesis, evaluation based on literature review. The article aims to point out the outstanding strengths of the servant leadership style that a leader needs. The article focuses on specifying the strengths in servant leadership that leaders need in the current context of ever changing world, and hence, proposes guidelines for leaders to learn and practice so that they can better serve their public organizations. Doi: 10.28991/esj-2021-01273 Full Text: PDF
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St. Pierre, Tena L., D. Wayne Osgood, Sonja E. Siennick, Tina J. Kauh, and Frances F. Burden. "Project ALERT with Outside Leaders: What Leader Characteristics are Important for Success?" Prevention Science 8, no. 1 (November 10, 2006): 51–64. http://dx.doi.org/10.1007/s11121-006-0055-0.
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Jan Peter Verhave. "Paul de Kruif: A Michigan Leader in Public Health." Michigan Historical Review 39, no. 1 (2013): 41. http://dx.doi.org/10.5342/michhistrevi.39.1.0041.
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Lane, Richard. "Orly Manor: public health leader in Israel's health system." Lancet 389, no. 10088 (June 2017): 2464. http://dx.doi.org/10.1016/s0140-6736(17)31197-2.
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Jan Peter Verhave. "Paul de Kruif: A Michigan Leader in Public Health." Michigan Historical Review 39, no. 1 (2013): 41–69. http://dx.doi.org/10.1353/mhr.2013.0017.
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