Leadership Styles of Political Executives

2020 ◽  
pp. 480-500
Author(s):  
Jonathan W. Keller
Keyword(s):  
Leadership Styles ◽  
Public Administration ◽  
Leadership Style ◽  
Policy Making ◽  
Political Skill ◽  
The Political ◽  
Significant Progress ◽  
Specific Policy ◽  
Bridge Building ◽  
Methodological Refinement

This chapter focuses on the leadership styles of political executives—that is, the ways in which executives relate to constituents, advisers, and other leaders in the political domain. The scholarship on this topic, spanning the fields of political science, psychology, management science, and public administration, provides answers to fundamental questions about when leaders matter and which aspects of leadership style generate specific policy-making processes and outcomes. General conclusions include the dual importance of contextual factors and political skill in shaping leaders’ effectiveness, and the central roles played by leaders’ task versus relations orientations and sensitivity to the political context. Significant progress in this field will require more research on non-Western leaders, rigorous comparative analysis of political executives, methodological refinement in measuring leadership styles, ‘bridge-building’ among balkanized academic subfields, and more systematic efforts to identify areas of consensus and gaps within the existing scholarship.

The “Trilemma” of Public Bodies: Bureaucratic Structures Versus Agencies Under Policy Conditionality

2020 ◽  
Vol 52 (9) ◽  
pp. 1299-1332
Author(s):  
Manto Lampropoulou ◽  
Giorgio Oikonomou
Keyword(s):  
Public Administration ◽  
Case Studies ◽  
Policy Making ◽  
Organizational Transformation ◽  
The Political ◽  
Tax Administration ◽  
Economic Adjustment ◽  
Political Dynamics ◽  
Delegation Of Powers

The aim of this article is to explore the implications of the delegation of powers from central bureaucracies to semi-autonomous agencies for public administration under policy conditionality. Focusing on Greece, we argue that agencification reforms that were introduced during the economic adjustment programs (2010–2018) have changed the role of the administrative apparatus in policy-making and implementation. Based on two exemplary case studies, tax administration and state assets management, the empirical findings illustrate the political dynamics that induced organizational transformation and show how policy conditionality has changed the domestic agencification pattern and has rebalanced the institutional, functional, and democratic dimensions of agencies.

Orientasi Kepimpinan Pengetua Sekolah Menengah di Johor: Satu Analisis

2012 ◽  
Author(s):  
Lokman Mohd. Tahir ◽  
Robiah Sidin
Keyword(s):  
Leadership Styles ◽  
Human Resource ◽  
Leadership Style ◽  
Sampling Method ◽  
School Principals ◽  
Vital Role ◽  
The Political ◽  
Bolman And Deal ◽  
Leadership Model ◽  
Four Frames

Pengetua perlu mengamalkan kepemimpinan yang berkualiti kerana proses kepemimpinan adalah penentu kepada kecemerlangan sekolah. Tujuan umum kajian ini dilakukan adalah untuk menentukan kepemimpinan utama pengetua sekolah menengah di negeri Johor. Objektif khusus kajian adalah untuk menerangkan kepemimpinan utama bersandarkan Model Kepemimpinan Bolman dan Deal (1991) terdiri dari empat gaya kepemimpinan, iaitu kepemimpinan sumber manusia, simbolik, politik dan struktural. Di samping itu, kajian juga cuba menjelaskan sama ada kepemimpinan pengetua mempunyai kesan terhadap komitmen guru terhadap sekolah. Kajian dilaksanakan di 35 buah sekolah menengah di negeri Johor merangkumi Sekolah Menengah Kebangsaan (bandar dan luar bandar), Sekolah Menengah Teknik, Sekolah Menengah Kebangsaan Agama, Sekolah Berasrama Penuh dan Sekolah Sukan. Sejumlah 1,705 orang guru dan 34 orang pengetua dipilih melalui persampelan berstrata. Data kajian dianalisis menggunakan statistik deskriptif dan Regresi Berganda. Kajian mendapati kepemimpinan sumber manusia dinilai sebagai gaya kepemimpinan yang paling kerap diamalkan di samping kepemimpinan struktural. Sebaliknya, kepemimpinan politik merupakan gaya kepemimpinan yang paling jarang digunakan. Kajian juga mendapati kepemimpinan pengetua turut memberi kesan kepada komitmen guru terhadap sekolah. Kata kunci: Pengetua sekolah; kepemimpinan utama; gaya kepemimpinan; model kepemimpinan Bolman dan Deal (1991) Principals have to perform effective leadership because leadership plays a vital role in school’s excellence. The general aim of this study is to ascertain the leadership styles practised by the principals; specifically, to develop understanding of the various leadership styles based on the Bolman and Deal Four Frames Leadership Model. This model presents four leadership styles: the human resource, structural, political and symbolic. In addition, this study also seeks to understand if principals’ leadership styles have any impact on teachers’ commitment to the schools. Thirty five secondary schools in Johore that were categorized as technical, religious, boarding, urban and rural-located schools and sports school participate in the study. A total of 1,705 teachers and 34 principals were selected through stratified sampling method as respondents for this study. Research data were analysed using descriptive statistic and multiple regressions. The study proves that the human resource style is the most commonly practised by the principals, in contrast to the political style which is the least preferred. This study also shows that principals’ leadership style does have an impact on teachers’ commitment towards the schools. Key words: School principals; main leadership style; leadership style; Bolman & Deal (1991) leadership model; teachers’ commitment

Open Access in Practice

2020 ◽  
pp. 128-172
Keyword(s):  
European Union ◽  
Open Access ◽  
European Commission ◽  
Policy Making ◽  
Copyright Law ◽  
European Countries ◽  
The Political ◽  
The European Union ◽  
Specific Policy ◽  
European Institutions

The basic scope of the European Union is the political and economic unification through harmonisation of European Member States' national regulations and associated frameworks. Should the European Union aim to harmonise and unify these national regulations, it is only reasonable to do so through copyright-specific policy provisions implemented by the European countries. The European copyright regime could potentially facilitate open access practice, should this practice be tailored to policy-making actors regarding the European copyright law framework. This chapter examines efforts and initiatives made by the European institutions (e.g., European Commission, European Parliament) in order to construct a coherent copyright framework for the European Union Members.

scholarly journals The preferred leadership styles in vocational training corporations: Case of Jordan

2021 ◽  
Vol 19 (3) ◽  
pp. 545-555
Author(s):  
Akif Al-Khasawneh ◽  
Haitham Eyadat ◽  
Malek Elayan
Keyword(s):  
Leadership Styles ◽  
Public Administration ◽  
Leadership Style ◽  
Vocational Training ◽  
Kingdom Of Saudi Arabia ◽  
Institute Of Public Administration ◽  
Democratic Leadership ◽  
Laissez Faire ◽  
High Level ◽  
Research Resources

The study aims to identify the leadership styles (democratic, authoritative, autocratic, laissez-faire, transformational, and transactional) practiced by trainers at the Vocational Training Corporation as perceived by the female trainees in Jordan. Descriptive statistics were used to analyze the data collected by the questionnaire from respondents (n = 105 female trainees) selected by the simple randomization sampling and representing 50% of the population (n = 210). Among the questionnaires sent, only 104 were received and declared valid for statistical analysis. Major findings indicated that the democratic leadership style was mostly preferable by female trainees, where rated top by respondents (M = 4.50), followed by the transformational style (M = 4.23), and the authoritative style was rated the lowest (M = 2.58) compared with the autocratic, laissez-faire and transactional leadership styles. Thus, to keep increasing the development of training programs and obtain positive feedback for trainees, both trainers and managers of the Vocational Training Corporation necessarily need to practice appropriate leadership styles, develop a high level of learning and benefits. AcknowledgmentsThe authors would like to thank Al-Balqa Applied University in the Hashemite Kingdom of Jordan and the Institute of Public Administration in Kingdom of Saudi Arabia for all kinds of support and providing us with time and access to the research resources.

NGOs and public service provision

2020 ◽  
pp. 512-530
Author(s):  
Jennifer N. Brass
Keyword(s):  
Political Economy ◽  
Public Administration ◽  
Public Service ◽  
Service Provision ◽  
Policy Making ◽  
Participatory Development ◽  
The Political ◽  
Democratic Accountability ◽  
Public Service Provision ◽  
Form Part

Since the 1980s, international and Kenyan-based NGOs have come to play a pivotal position in the governance of service provision in Kenya. Not only do they provide services directly to citizens, but they also engage in indirect provision, collaborative provision, and policy-making related to service provision locally or nationally. As such, NGOs have come to form part of the de facto organizational composition of the Kenyan public administration. The political economy effects of this NGO participation have been mixed: service provision has expanded, particularly where there is collaboration in delivery, and there has been some movement toward greater line-ministry accountability and participatory development techniques. At the same time, however, NGOs may lend legitimacy to undeserving local or national political regimes, may reduce the possibility for democratic accountability for service provision, and may thrive at the expense of Kenya state capacity.

scholarly journals The Agendas of Public Administration Reforms in Lithuania: Windows of Opportunity in the Period 2004 – 2017

2018 ◽  
Vol 11 (1) ◽  
pp. 91-114
Author(s):  
Vitalis Nakrošis
Keyword(s):  
Public Administration ◽  
Policy Making ◽  
Institutional Context ◽  
The Political ◽  
Reform Process ◽  
Reform Initiatives ◽  
Reform Policy ◽  
Administrative Reforms ◽  
Windows Of Opportunity ◽  
Political Entrepreneurship

Abstract The article analyses changes in the reform agendas of the Lithuanian government in the period 2004 – 2017. Instead of exploring the systemic and formal agendas of administrative reforms based on government strategies and programmes, it focuses on the institutional and actual agendas of Lithuanian authorities using a set of 20 reform initiatives. In addition to the analysis of the institutional context, we also assess a coupling logic and the exercise of political or bureaucratic entrepreneurship during reform policy making. The article finds that budgetary constraints and the reform policy priorities of the Lithuanian governments explain the ambitious agendas of administrative reforms during the 2008 – 2012 government and, to a lesser extent, during the 2016 – 2020 government. The political logic of coupling and political entrepreneurship dominated the flow of the reform process when these governments were in office, producing the top-down approach to reform policy making. In contrast, the 2004 – 2006, 2006 – 2008 and 2012 – 2016 governments relied strongly on a policy-centred logic of coupling together with bureaucratic entrepreneurship, which resulted in the bottom-up approach to administrative reforms in the country.

The Dual Executive

2017 ◽  
Author(s):  
Michelle Belco ◽  
Brandon Rottinghaus
Keyword(s):  
Policy Making ◽  
Political System ◽  
Government Support ◽  
The Political ◽  
Government Function ◽  
Dual Roles ◽  
System P ◽  
Policy Making Process

The president serves dual roles in the political system: one who “commands” by pursuing his or her agenda using unilateral orders and one who “administers” and who works to continue proper government function, often with the support of Congress. In a reassessment of the literature on unilateral power, this book considers the president’s dual roles during the stages of the policy-making process. Although presidents may appear to act “first and alone,” the reality is often much different. Presidents act in response to their own concerns, as well as assisting Congress on priorities and the need to maintain harmonic government function. The authors find support for both the model of an aggressive president who uses unilateral orders to push his or her agenda, head off unfavorable congressional legislation, and selectively implement legislation, and they find support for a unifying president who is willing to share management of government, support Congressional legislative efforts, and faithfully implement legislation. At the same time, presidents self-check their actions based on the ability of Congress to act to overturn their orders, through a shared sense of responsibility to keep government moving and out of respect for the constitutional balance. The shared nature of unilateral orders does not preclude an active president, as presidents remain strong, central actors in the political system.

scholarly journals Supervisors’ Leadership Styles’ Influence on Foreign Teachers’ Self-Efficacy in a Cross-Cultural Work Setting: A Moderated Mediation Analysis

SAGE Open ◽  
2021 ◽  
Vol 11 (1) ◽  
pp. 215824402199454
Author(s):  
Bernard Gumah ◽  
Liu Wenbin ◽  
Maxwell Akansina Aziabah
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Self Efficacy ◽  
Moderated Mediation ◽  
Cross Cultural ◽  
Cultural Work ◽  
Adaptation Theory ◽  
Foreign Teachers ◽  
Communication Challenges ◽  
Positive Effect

Leadership style impacts on the manner and frequency of feedback transmission. However, communication challenges between superiors and subordinates originate from cultural differences, which undermine the usefulness of feedback. The study tested leadership style’s effect on self-efficacy through a moderated mediation approach, examined through the lens of the cross-cultural adaptation theory. Path analysis conducted on data from 281 foreign teachers in Chengdu, China, revealed that there is a positive effect of Chinese supervisors’ leadership styles on foreign teacher’s self-efficacy. Leadership style similarly has an influence on the nature of feedback. And the nature of feedback in turn mediates leadership style and self-efficacy. We establish in particular that transactional and transformational leadership styles, through the nature of feedback, influence self-efficacy of foreign teachers. Moreover, the association between the nature of feedback and self-efficacy is moderated by the perceived value of feedback. Employees’ perceptions are also found to be crucial in determining the value of feedback. It is thus imperative for supervisors and managers working with foreigners as subordinates to figure out when and how to provide valuable feedback. We conclude with suggested areas for further research.

scholarly journals Your leadership style: why understanding yourself matters

BMJ Leader ◽  
2020 ◽  
Vol 4 (4) ◽  
pp. 165-167
Author(s):  
Clare Felicity Jane Price-Dowd
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Personal Development ◽  
Effective Leadership ◽  
Leadership Theories ◽  
Inclusive Leadership ◽  
Leadership Practice ◽  
Personal Leadership

Understanding of personal leadership style has been shown to be a key part of effective leadership practice. It has been a topic of interest for many decades as we have tried to understand, and replicate, what makes those considered to be ‘great leaders’ so successful. This article gives a brief introduction to different leadership ‘theories’, leadership ‘styles’ and the effect they have on the ‘climate’ in organisations. Having an understanding of the different approaches can help leaders be more effective through comprehending how and why they do what they do, as well as helping them identify where and when they need to adapt their style. By considering how our understanding of leadership has evolved, it is possible to show how effective leadership is not linked to one approach. It is a combination of knowledge, attitudes and behaviours with a focus on both the task in hand and concern for those undertaking that task. Furthermore this understanding supports impactful personal development, which creates positive climates in organisations where compassionate and inclusive leadership behaviours can, and do result in better outcomes for staff and patients.

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