Transformational Leadership Fostering Organizational Change in the Public Sector: Perspective from Bangladesh

2021 ◽  
pp. 1-8
Author(s):  
Shah Md Azimul Ehsan
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Public Sector ◽  
The Public

scholarly journals Transformational leadership for organizational change in the Lebanese public sector

2019 ◽  
Vol 17 (2) ◽  
pp. 205-216
Author(s):  
Bissane Harb ◽  
Dina Sidani
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Public Sector ◽  
Successful Implementation ◽  
Leading Change ◽  
The Public ◽  
Idealized Influence ◽  
Public Managers ◽  
And Performance

The public sector is facing multiple changes. In a constantly changing environment, that is more and more demanding in terms of innovation and performance, the concept of leadership is of particular importance, as it is one of the few tools available to public managers.Based on the transformational leadership theory, the aim of this study is to explore how transformational leadership characteristics influence organizational change within the public sector in Lebanon. To serve this purpose, a qualitative approach is adopted based on a series of semi-focused interviews conducted with ten public managers running 10 public administrations. These administrations have undergone significant changes over the past five years.The results point out the importance of transformational behaviors adopted by public managers in leading change within the public sector in Lebanon, despite the multiple obstacles. They confirmed the role of two transformational dimensions related to idealized influence and inspirational motivation in the successful implementation of organizational change. This study contributes to better understanding of the role of transformational leadership in promoting change in the public sector.

scholarly journals Transformational leadership in the South African public service after the April 2009 national elections

2012 ◽  
Vol 10 (3) ◽  
Author(s):  
Manasseh M. Mokgolo ◽  
Patricia Mokgolo ◽  
Mike Modiba
Keyword(s):  
Transformational Leadership ◽  
Public Sector ◽  
Job Performance ◽  
Public Service ◽  
Critical Issue ◽  
Measuring Instruments ◽  
Full Time ◽  
National Elections ◽  
The Public ◽  
Unstable Environment

Orientation: The implementation of transformational leadership in public services after national elections has been well recorded in other parts of the world. However, this is not the case in South Africa. Research purpose: The purpose of the study is to determine whether transformational leadership has a beneficial relationship with subordinate leadership acceptance, job performance and job satisfaction.Motivation for the study: Leadership is a critical issue that the public sector needs to address in order to survive and succeed in today’s unstable environment. According to Groenewald and Ashfield (2008), transformational leadership could reduce the effects of uncertainty and change that comes with new leaders and help employees to achieve their objectives.Research design, approach and method: The sample comprised 1050 full-time employees in the public sector based in head offices. The measuring instruments included the Multifactor Leadership Questionnaire (MLQ), the Leadership Acceptance Scale (LAS), the Job Satisfaction Survey (JSS) and the Job Performance Survey (JPS).Main findings: Transformational leadership had a positive correlation with subordinate leadership acceptance, performance and job satisfaction.Practical/managerial implications: Managers can train public sector leaders to be transformational leaders because of the adverse effect lack of transformation can have on employees’ attitudes in areas like satisfaction, performance and commitment.Contribution/value-add: This study makes an important contribution to our understanding of transformational leadership processes and to how the public service can improve its practices in order to render quality service to South Africans.

A Democratic Strategy for Organizational Change

1989 ◽  
Vol 19 (2) ◽  
pp. 319-334 ◽  
Author(s):  
Lennart Svensson
Keyword(s):  
Organizational Change ◽  
Public Sector ◽  
Societal Perspective ◽  
Final Section ◽  
Work Organization ◽  
Industrial Democracy ◽  
Work Organizations ◽  
Organization Of Work ◽  
Avant Garde ◽  
The Public

This article presents a model of democratic work organization based on concrete examples from Sweden. It focuses on how democratic work organizations can come about; how they can be introduced, developed, and protected; and, in general, how their growth can be encouraged. In the final section the perspective is broadened. The possibilities of creating an industrial democracy are discussed from a societal perspective. Women in the public sector are seen as a possible “avant-garde” in a union-based struggle for the democratic organization of work.

scholarly journals Fast-track leadership development programmes: the new micro-philanthropy of future elites

2017 ◽  
Author(s):  
James R. Duggan
Keyword(s):  
Transformational Leadership ◽  
Social Work ◽  
Leadership Development ◽  
Public Sector ◽  
Fast Track ◽  
Social Problems ◽  
Educational Inequality ◽  
Teaching Profession ◽  
Social Imaginaries ◽  
The Public

The chapter contributes to discussions on public sector fast-track leadership schemes as an elite re-professionalising project that occurs within and across different domains of the public sector. An aim of Teach First is to create a ‘movement of leaders’ to end educational inequality through societal change. The chapter explores the path of one Teach First ambassador as he developed an equivalent fast-track scheme in social work called Frontline. Drawing on Carol Bacchi’s What’s the problem represented to be approach, the chapter explores how entry routes into the teaching profession are being transformed into processes for encouraging the emergence of individuals who are able to successfully develop initiatives that mobilise representations of complex social problems in line with elite and neoliberalising social imaginaries. In particular the discourses and practices of transformational leadership, entrepreneurship and innovation functioned to individualise and individuate explanations, representations and responses to complex social problems.

scholarly journals Pengaruh Succession Planning, Transformational Leadership, Training Satisfaction Terhadap Turnover Intention Karyawan Pada Sektor Publik Kementerian Agama Jakarta Pusat

2019 ◽  
Vol 9 (1) ◽  
pp. 79-90
Author(s):  
Amelia Wanggi ◽  
Mutiara Panggabean ◽  
Tiara Puspa
Keyword(s):  
Transformational Leadership ◽  
Public Sector ◽  
Succession Planning ◽  
Leadership Training ◽  
Turnover Intention ◽  
Sampling Method ◽  
The Public ◽  
Employee Turnover Intention ◽  
Training Satisfaction ◽  
And Training

This study tries to analyze the effect of succession planning, transformational leadership, training satisfaction on employee turnover intention in the public sector of the Central Jakarta Ministry of Religion. Responding to this study, an experiment of 120 respondents from the Central Jakarta Ministry of Religion staffing company. The sampling method uses purposive sampling and uses descriptive statistical data analysis methods (average) and multiple regression analysis. In this research, succession planning, transformational leadership, and training satisfaction, were obtained negatively towards company turnover intention in the public sector, especially succession planning. From the results of this study, it was agreed by the leadership of the company to pay more attention to succession planning or management of employee talents, allow and add training and coaching for future leaders to be more transformational to provide beneficial investments in terms of employee career development.

E-Government and Organizational Change

2005 ◽  
pp. 83-109 ◽  
Author(s):  
Stuart Culbertson
Keyword(s):  
Organizational Change ◽  
Public Sector ◽  
Success Factors ◽  
Management Practices ◽  
Organizational Structures ◽  
Work Practices ◽  
Cultural Issues ◽  
The Public ◽  
Key Aspects

At varying paces, governments are aggressively pursuing e-government strategies with the expressed objective of capturing the efficiency that ICTs can provide. However, more often than not these strategies are being implemented within the existing organizational structures and practices of governments, which can, by their nature, thwart rather than advance the objectives. This chapter examines some key aspects of organizational change required by governments to make their e-government strategies successful. The change imperative entails a hard look at many of the structures, processes, cultural issues and management practices prevailing within the public sector. This chapter identifies government success factors for several organizational entities involved in e-government and assesses the implications for organizational change on government structures, work practices and culture.

Impliciete en expliciete communicatiestrategieën tijdens organisatieveranderingen

2011 ◽  
Vol 39 (4) ◽  
Author(s):  
Anna Wamsteeker ◽  
Mark van Vuuren
Keyword(s):  
Organizational Change ◽  
Public Sector ◽  
Communication Strategies ◽  
Communication Strategy ◽  
Service Center ◽  
The Public ◽  
Shared Service ◽  
Implicit And Explicit ◽  
Explicit Communication

Implicit and explicit communication strategies during organizational change: a case study on a shared service center implementation within the public sector Implicit and explicit communication strategies during organizational change: a case study on a shared service center implementation within the public sector In this case study, we used the Organizational Stakeholder Model of Change Implementation Communication (Lewis, 2007) to evaluate the communication strategy used during the implementation of a Shared Service Center in a large governmental agency. The model proves to be useful for describing the strategic choices made by the project managers. Most of the dimensions were recognizable in the communication efforts, even though most of these choices were made implicitly. Interestingly, several stakeholders disagreed with the project management team about the identification of the strategy. They experienced the communication efforts negatively rather than balanced or positive. The results show the complexity of communication during change and the ways people make sense of these dynamic processes. The strategy dimensions can be useful guides when managing complex changes like the implementation of a Shared Service Center.

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