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Full-Text Articles in Social and Behavioral Sciences
Can Organizations Meet Thetest Of Transforming Leadership?, Gill Robinson Hickman
Can Organizations Meet Thetest Of Transforming Leadership?, Gill Robinson Hickman
Jepson School of Leadership Studies articles, book chapters and other publications
My subsequent writing in this area takes his definition of transforming leadership from the political context and applies it to formal organizations. Transforming organizational leaders shape collective purpose and developmental processes within the organization that adapt to some social changes and promote others. Though leadership scholars have previously adapted Burns's concept and incorporated it in leader-follower relationships (Bass 1985; Bennis and Nanus 1985; Tichy and Devanna 1986; Bass, Avolio, and Goodheim 1987; Bass, Waldman, Avolio, and Bebb 1987), my work attempts to infuse organizations with Burns's imperative to link leadership with "collective purpose and social change (Burns 1978:3).
An Analysis Of The West Point Leadership And Command Programs Impact Upon Law Enforcement Leadership, Joseph Aloysius Devine
An Analysis Of The West Point Leadership And Command Programs Impact Upon Law Enforcement Leadership, Joseph Aloysius Devine
Seton Hall University Dissertations and Theses (ETDs)
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William Robertson: Exemplar Of Politics And Public Management Rightly Understood, Terry Cooper, Thomas Bryer
William Robertson: Exemplar Of Politics And Public Management Rightly Understood, Terry Cooper, Thomas Bryer
Thomas A Bryer
William Robertson, director of the City of Los Angeles' Bureau of Street Services, is profiled here as an exemplary public administrator. The authors suggest that Robertson practices politics appropriately in his role in order to achieve great outcomes for his bureau, the citizens with whom he works, and the city as a whole. To adequately define the ways in which Robertson uses politics, Sherry Arnstein's "ladder of participation" is reconceptualized as a circle of participation in which Robertson uses multiple strategies of interaction with citizens, elected officials, employees, and peers. Lessons for public administrators are offered based on Robertson's example.
Negotiating Bureaucratic Responsiveness In Collaboration With Citizens: Findings From Action Research In Los Angeles, Thomas Bryer
Negotiating Bureaucratic Responsiveness In Collaboration With Citizens: Findings From Action Research In Los Angeles, Thomas Bryer
Thomas A Bryer
The Collaborative Learning Project conducted an action research program in the City of Los Angeles between 2003 and 2006, in which researchers facilitated a collaborative process between recently created neighborhood councils and city departments of council choosing. In two cases conducted, the patterns of administrative responsiveness to the neighborhood councils differed substantially. This dissertation asks: How can we explain the patterns of administrator responsiveness observed in each of two cases of collaboration between administrators and neighborhood council representatives? To answer the question, an exploratory assessment of each case was conducted from multiple emergent perspectives using an inductive analysis. Data from …