scholarly journals Abrupt Implementation of Telework in the Public Sector During the COVID-19 Crisis

2021 ◽  
Vol 65 (4) ◽  
pp. 258-266 ◽  
Author(s):  
Susanne Christina Liebermann ◽  
Katharina Blenckner ◽  
Jan-Hendrik Diehl ◽  
Joschka Feilke ◽  
Christina Frei ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Public Sector ◽  
Time Pressure ◽  
Leadership Behavior ◽  
Change Processes ◽  
Short Report ◽  
Virtual Collaboration ◽  
Leadership Challenges ◽  
The Public ◽  
High Workload

Abstract. Lockdown regulations during the COVID-19 outbreak resulted in abrupt changes to work situations and presented new leadership challenges. This short report explores how leaders perceived their options for leading transformationally when their teams were forced to rapidly switch to virtual collaboration. We interviewed 20 supervisors using semistructured telephone interviews who described their general leadership behavior before the lockdown and the evaluated possibilities and difficulties of leading transformationally during the lockdown. The article provides insights into the preconditions for transformational leadership in the public sector during change processes. High workload, time pressure, and role conflicts, combined with restricted freedom of action, restrained their options of transformational leadership. Communicative problems further hindered the transfer of transformational leadership behavior to new working arrangements during the Covid-19-crisis. The article derives implications for ways of helping managers to employ the potentials of transformational leadership in virtual settings and during change processes in the public sector.

Leadership of change in South Africa public sector turnarounds

2018 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mampe Kumalo ◽  
Caren Brenda Scheepers
Keyword(s):  
South Africa ◽  
Public Sector ◽  
Current Literature ◽  
Organisational Change ◽  
Director General ◽  
Change Processes ◽  
Structured Interviews ◽  
Content Type ◽  
The Public ◽  
Financial Consequences

PurposeOrganisational decline has far-reaching, negative emotional and financial consequences for staff and customers, generating academic and practitioner interest in turnaround change processes. Despite numerous studies to identify the stages during turnarounds, the findings have been inconclusive. The purpose of this paper is to address the gap by defining these stages, or episodes. The characteristics of leaders affect the outcome of organisational change towards turnarounds. This paper focusses, therefore, on the leadership requirements during specific episodes, from the initial crisis to the full recovery phases.Design/methodology/approachA total of 11 semi-structured interviews were conducted with executives from the public sector in South Africa who went through or were going through turnaround change processes and 3 with experts consulting to these organisations.FindingsContrary to current literature in organisational change, this study found that, in these turnaround situations, leadership in the form of either an individual CEO or director general was preferable to shared leadership or leadership distributed throughout the organisation. This study found four critical episodes that occurred during all the public service turnarounds explored, and established that key leadership requirements differ across these episodes. The study shows how these requirements relate to the current literature on transactional, transformational and authentic leadership.Practical implicationsThe findings on the leadership requirements ultimately inform the selection and development of leaders tasked with high-risk turnaround change processes.Originality/valueFour episodes with corresponding leadership requirements were established in the particular context of public sector turnaround change processes.

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.

People Management

2021 ◽  
pp. 45-63
Author(s):  
Christian B. Jacobsen ◽  
Eva Knies
Keyword(s):  
Public Sector ◽  
Personnel Management ◽  
Leadership Behavior ◽  
Central Issue ◽  
The Public ◽  
Mutual Dependency ◽  
Internal Management ◽  
Key Aspects ◽  
Frontline Leaders

The central issue in this chapter is people management in public organizations. That is, managers’ implementation of HR practices and their leadership behavior in supporting the employees they supervise at work. This chapter focuses on five key aspects related to HRM and leadership in a public sector context. First, the historical move from personnel management to HRM and leadership. Second, the distinction between external and internal management and this chapter’s focus on internal management. Third, the role of middle and frontline leaders in the implementation of policies and their responsibility for turning general policies into results. Fourth, the mutual dependency between HRM policies and leadership. Fifth, the distinction between intended, implemented, and perceived HRM and leadership. This chapter systematically draws on both the general HRM and leadership bodies of literature, and specifies these insights to the public sector context whenever possible.

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.

Goal integration through transformational leadership

2016 ◽  
Vol 7 (1) ◽  
pp. 4-25 ◽  
Author(s):  
Kwasi Dartey-Baah
Keyword(s):  
Transformational Leadership ◽  
Public Sector ◽  
Conceptual Analysis ◽  
Employee Motivation ◽  
Transformational Leaders ◽  
Content Type ◽  
The Public ◽  
Knowledge And Practice ◽  
Goal Integration ◽  
Training Programmes

Purpose The purpose of this study was to present a conceptual analysis of how the issue of corruption in Ghana’s public sector can be curbed through an integration of individual (public sector worker) and organisational goals (the public sector itself). It further sought to explain this possibility by focusing on a goal integration process through transformational leadership. Design/methodology/approach To meet this end, the study conducted a review of literature on goal, goal-setting, corruption, employee motivation and transformational leadership to develop a conceptual framework to explain this link between goal integration through transformational leadership and corruption reduction. Findings Findings from this study showed that dissatisfaction with work (especially pay) amongst Ghana’s public sector workers is a major factor necessitating the emergence of corruption in the country. It is also shown in the study that through the transformational leadership approach, individual worker concerns such as concerns with pay (a facet of job satisfaction) when treated as an institutional concern and appropriately dealt with could curb corruption in the public sector. Research limitations/implications Based on these findings, the study recommends that leaders in Ghana’s public sector (both political and administrative) must exhibit qualities of transformational leaders to foster individual and organisational growth as a means to curb corruption in the sector. The study also recommends that training programmes be organised for leaders to equip them with the needed knowledge and practice of transformational leadership. Furthermore, the study recommends that further studies could be done by other researchers on the training programmes that could be useful in equipping these leaders, as well as how and when to organise these programmes. Originality/value The study is novel in that it demonstrates the relevance of integrating individual and organisational goals through the application of the transformational leadership concept as a tool for reducing corruption in Ghana’s public sector.

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