Public Administration Commons^™

Antecedents Of Servant Leadership: A Mixed Methods Study, Curtis D. Beck

Department of Agricultural Leadership, Education, and Communication: Dissertations, Theses, and Student Research

The purpose of this mixed methods study was to explore the antecedents of servant leadership. The sequential explanatory research design consisted of two distinct phases: quantitative followed by qualitative. The Phase One quantitative survey collected data from 499 leaders and 630 raters from community leadership programs in the United States using the Servant Leadership Questionnaire (Barbuto & Wheeler, 2006). During Phase Two, selected leaders from phase one (N = 12) were interviewed to explain those results in more depth. The data were coded and analyzed for possible themes. Triangulation was used to analyze the quantitative and qualitative data to validate …

Making The Most Of Opportunities During A Recession, Christine G. Springer

Public Policy and Leadership Faculty Research

The best public managers know that conventional thinking won’t get them through tough times and that a recession is a rich opportunity to reinvent their organization and to lay the groundwork for future successes. Good times are when managers experience their greatest success. But bad times provide the greatest opportunities to rethink how the organization will persist through the inevitable up and down economic cycles so as to be successful in the future. Smart managers today that I have engaged regarding this process say that they plan for both the good and bad times by continually focusing on six processes: …

Leadership Behaviors In Cross-Boundary Information Sharing And Integration : Comparing The Us And China, Lei Zheng

Legacy Theses & Dissertations (2009 - 2024)

This study comprises a comparative analysis between the US and China regarding public sector leadership behaviors in the context of cross-boundary information sharing and integration. Based on the literature on leadership, public sector information sharing, and cross-cultural analysis, the research begins with an original case study in China set in the product safety and food safety policy domain. The case explores leadership behaviors of middle-level information leaders in the technological, organizational, and legal context of cross-boundary information sharing in this domain. Qualitative data were collected from in-depth interviews and government documents. The data were analyzed with an inductive approach to …

Emergency Managers As Change Agents, Christine G. Springer

Public Policy and Leadership Faculty Research

Since 2001, FEMA and others have been defining and refining competencies for emergency management professionals. In so doing, they have addressed directly and indirectly the qualities of leaders. We know that leadership is not a person or a position. It is a complex relationship between people, based on trust, obligation, commitment, emotion, and a shared vision of the good. We also know that transformational or change-based leadership has become an organizational necessity given the fact that emergency management as a profession is just now coming into its own and emergency management jobs are not traditional in terms of the how, …

Why "Being There" Is Essential To Leadership, Joanne B. Ciulla

Jepson School of Leadership Studies articles, book chapters and other publications

One of the first things Americans hear on the TV or radio news each day is where the president will be and what he will be doing. In England, you can tell when the queen is staying in her castle if her flag is flying over it. People like to know where their leaders are, and that information is readily available to the public. In an era of video conferencing and satellite feeds, leaders can be seen and heard anywhere at anytime in the virtual world. Nonetheless, the presence of a leader on TV is sometimes not good enough. There …

Leaving A Leadership Legacy, Christine G. Springer

Public Policy and Leadership Faculty Research

The author reflects on the concept of leaving a leadership legacy on public administration. She states that it is all about making a difference and that means taking stands on things that matter in the field. It also means acting courageously where there is no money-back guarantee. Furthermore, she stresses that legacies are not just wishful thinking where public managers choose to leave will be based upon the life they lead.

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

Seton Hall University Dissertations and Theses (ETDs)

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Agenda: Community-Owned Forests: Possibilities, Experiences, And Lessons Learned, Communities Committee, University Of Montana. School Of Forestry. Bolle Center For People And Forests, Wilderness Society (U.S.), Nature Conservancy Of Montana, Swan Ecosystem Center, Northwest Connections, Blackfoot Challenge, Flathead Economic Policy Center, Pinchot Institute For Conservation, American Forests, University Of Colorado Boulder. Natural Resources Law Center

Community-Owned Forests: Possibilities, Experiences, and Lessons Learned (June 16-19)

Community-owned forests may be the answer for some U.S. communities now confronting unanticipated and unwanted large scale land use changes – changes that could irrevocably change their local landscapes and quality of life. Across the country, millions of acres of private forest lands are being put up for sale as the forest products companies who own them find other, cheaper sources of supply. If, as is likely, purchasers divide and convert the forests to residential or other development uses, nearby communities face losing the critical economic, environmental, recreational, social, cultural, and aesthetic values and benefits those forests have traditionally provided. …

Leadership In The Public Sector, K Kasturirangan, K Jairaj

IIMB Management Review

Sharing their perspectives on managing and leading in the public sector at the IIMB Invitation Seminar were K Kasturirangan, Chairman, Indian Space Research Organisation and Secretary, Department of Space, Government of India, a Padma Vibhushan awardee and recipient of the Indian Science Congress Association award. and K Juiraj, Vice Chairman and Managing Director, Karnataka State Road Transport Corporation. Jairaj has a Masters in Public Affairs from Princeton and a Masters in Public Administration and the Edward S Mason fellowship from Harvard. He has been awarded the PRSI Man of the year.

Leadership Requirements In The 21st Century : The Perceptions Of Canadian Public Sector Leaders, M. Ruth Dantzer

Dissertations

Problem. Since 1995, with the realization that by 2005 more than 61% of executives in the senior ranks of the Canadian Public Service would be eligible for retirement (La Releve, 1998), the need to recruit and develop competent leaders has become a matter of urgent attention.

Method. Public sector leaders were surveyed by mail-in questionnaires as to their ratings of a set of leadership competencies. Analogue research for privatesector leaders, conducted by a colleague, was incorporated for some analysis. A stratified sample of the general public was also surveyed by telephone regarding a subset of the same competencies.

Results. Public …