India’s District Collectors as administrative entrepreneurs: myth or reality?

2017 ◽  
Vol 13 (4) ◽  
pp. 260-275 ◽  
Author(s):  
Harish P. Jagannath
Keyword(s):  
Leadership Style ◽  
Case Study Research ◽  
Organizational Structures ◽  
Critical Issue ◽  
Administrative Leadership ◽  
Content Type ◽  
Public Leadership ◽  
Administrative Leaders ◽  
Elite Interviews ◽  
District Administration

Purpose The purpose of this paper is to understand the relationship between administrative entrepreneurship and bureaucratic (administrative) leadership in government bureaucracies. Design/methodology/approach This topic is empirically examined in the context of India’s district administration. A within-case analysis is conducted of a District Collector’s efforts to initiate change using a case study research methodology. Data from elite interviews, analyzed in NVivo 11, are used to draw descriptive inferences that are tested against a set of conditions using the process tracing technique. Findings The District Collector in the study aspired to be a transformational leader by demonstrating administrative entrepreneurship, but in reality due to the formal organizational structures, the style of bureaucratic leadership functioning is transactional. Research limitations/implications This study contributes to furthering public leadership theory as it opens up the classic question: what type of leadership is expected out of administrative leaders in government bureaucracies? This is a critical issue given that District Collectors are responsible for the welfare of one-sixth of the world’s population. Practical implications District Collectors need to get comfortable with the duality inherent in their position – that their organizational structures allow them to be both administratively entrepreneurial and rigid – and learn the art of navigating these complex structures. Public sector training academies for career civil servants need to engage with the subject of administrative entrepreneurship and leadership. Originality/value This is the first study, to the best of knowledge, to develop an analytical typology that can be used as a diagnostic tool for administrative leaders to holistically assess their leadership style.

Leadership and the significance of formalized organizational structures

2019 ◽  
Vol 25 (3) ◽  
pp. 341-363
Author(s):  
Jan Gunter Langhof ◽  
Stefan Güldenberg
Keyword(s):  
Leadership Style ◽  
Organizational Structures ◽  
Research Approach ◽  
Content Type ◽  
Authoritarian Leadership ◽  
Red Tape ◽  
Leadership Research ◽  
The Relationship ◽  
Practical Implications ◽  
Historical Examination

Purpose Management literature commonly suggests authoritarian leadership (AL) as the ideal leadership style during crises and extreme situations. This study aims to question this view, exploring servant leadership (SL) as an alternative. Design/methodology/approach In the field of leadership research, surveys and interviews are the most dominant research methods. In light of this dominance, this paper draws on a rather unorthodox research approach: a historical examination. Findings The elaborations in this paper suggest that SL exerts a higher influence on followers than AL, when organizational structures are absent or disregarded. Consequently, the higher influence of SL implies a lower need for regulations and directives within organizations. Practical implications Bureaucracy and red tape can be reduced. Particularly in situations of crises, SL’s relatively reduced reliance on formalized organizational structures can be advantageous to leaders. Originality/value The relationship among leadership (SL and AL) and formalized organizational structures is elaborated and illustrated in a historical examination.

How people in organizations make sense of responsible leadership practices

2016 ◽  
Vol 37 (1) ◽  
pp. 126-152 ◽  
Author(s):  
Augusto Antunes ◽  
Mário Franco
Keyword(s):  
Interpersonal Relationships ◽  
Leadership Style ◽  
Stakeholder Involvement ◽  
Well Being ◽  
Organizational Structures ◽  
Responsible Leadership ◽  
Ethical Values ◽  
Holistic View ◽  
Content Type ◽  
Four Dimensions

Purpose – The purpose of this paper is to identify and discuss the concept of responsible leadership, find some dimensions and understand how staff in organizations make sense of this style of leadership. Design/methodology/approach – Multiple exploratory case studies in six Portuguese organizations were performed. As data-collecting instruments, several interviews and documentary analysis were used. Findings – The authors found four dimensions associated with responsible leadership in the organizations studied here: aggregate of virtues; stakeholder involvement; model of leader’s roles; and principles and ethical values. These organizations integrate relationships which seek human well-being, institutions of reference considered good examples to work in and where the best of human nature is stressed. In particular, the modus operandi of their responsible leadership implants dynamics which lead to the development of individuals’ strengths, resilience and vitality. Practical/implications – The emphasis of this leadership style points mainly to the existence of modern leaders with an integrating, holistic view of stakeholders where the focus is on carrying out their various roles where virtuousness and ethical values play a determinant role. Interpersonal relationships, ethical principles regarding the environment, peers and the community were also practices identified as associated with responsible leadership. Originality/value – The study contributes to advancing theory in the field of leadership and presents a new framework (dimensions) about responsible leadership. The study is also innovative because contributes to more knowledge about organizations that follow a responsible style of leadership, and in so doing form consistent practices that can represent benchmarking for other organizational structures, even taking into account the natural idiosyncrasies inherent in the Portuguese organizational and business sector.

Leadership role in implementing Lean Six Sigma – a cross case analysis of KPO/BPO service organizations

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Naresh N. Motiani ◽  
Abhay Kulkarni
Keyword(s):  
Leadership Style ◽  
Case Study Research ◽  
Implementation Process ◽  
Leadership Competencies ◽  
Lean Six Sigma ◽  
Leadership Role ◽  
Content Type ◽  
Implementation Challenges

Purpose The purpose of this paper is to study the role of leadership in implementing Lean Six Sigma (LSS) in a knowledge process outsourcing/business process outsourcing (KPO/BPO) service environment. KPO/BPO organizations present unique operational challenges such as client contractual obligations, young worker age profile, high attrition, dynamic outsourced business processes, technological disruptions to list a few. To implement LSS in such an environment, leadership plays a crucial role. While it is known that leadership is a critical success factor for LSS implementation, their role in a recently evolved KPO/BPO sector is hardly studied leading to high failures. The present study aims to address this gap. Design/methodology/approach A qualitative case study research method is used. A case study protocol consisting of research outline, data collection plan, interview schedule and list of expert reviewers was prepared. A semi-structured interview schedule of the case organization was used that covered exploring the leadership role in terms of their leadership style, communication, employee engagement and their ability to guide program in entire LSS implementation process. Further depth is obtained by considering dimensions of LSS implementation process such as actors involved, processes adopted, performance outcomes, implementation challenges and competency requirements. Primary and secondary data from two case studies yielded rich insights and helped to answer the research questions around role of leadership in LSS implementation for the KPO/BPO service environment. Findings This research case study demonstrates key leadership competencies that lead to successful implementation of LSS in two KPO/BPO organizations. To handle implementation challenges, a combination of LSS and transformation style of leadership style was observed. Leadership role focussed on coaching and empowering, rather than telling and controlling. Apart from the 17 leadership competencies seen in published literature, the authors observed 12 specific competencies (7 interpersonal and 5 LSS) in two case organizations that enabled effective LSS implementation. This study also gives an in depth understanding of the leadership role and enabling competencies during LSS implementation. Research limitations/implications Because of the inherent limitations of case study research method, researchers and practitioners must be cautious to the extent of generalization of findings and the conclusions. Practical implications Positioning leadership to managing the LSS implementation in KPO/BPO service operations helps in innovative adaption of standard improvement methodologies (such as LSS) to address their specific problems and deliver on the overall organizational goals. Originality/value Current study explores in depth how leadership role impacts LSS implementation in two KPO/BPO case organizations. Studies focussing on LSS service operations model in a KPO/BPO environment are not extensively published, especially those covering leadership role during LSS implementation.

Unorthodox public leadership: the case study of an atypical approach to crisis in Iceland

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Arelia E. Gudmundsdottir ◽  
Svala Gudmundsdottir
Keyword(s):  
Leadership Style ◽  
Public Officials ◽  
Content Type ◽  
Political Issues ◽  
Political Behaviour ◽  
The Public ◽  
Public Leadership ◽  
Public Managers ◽  
System Leaders

PurposeThis paper aims to present the case of Jón Gnarr's leadership as he served as a mayor of Reykjavík, the capital of Iceland. The authors’ view is that his leadership style illustrates a case study of how a “new” leadership style can emerge in times of crisis. Iceland was significantly affected by the financial crisis in 2008, which led to political and economic crises, which were fuelled by the public's anger and lack of trust. In 2010, Jón Gnarr and his new party, the Best Party, were unexpectedly elected. Before he became known as an unorthodox leader, he worked as a comedian. However, he influenced the discourse in politics in the country and raised trust in the system again while empowering the public managers and simplifying the system while downsizing it. This paper explores and sheds light on the leadership abilities that crises can birth.Design/methodology/approachThis research uses qualitative methods. Seven in-depth interviews were conducted, and the interviewees included Jón Gnarr, three key political leaders who were in office at that time and three executive-level leaders from the city administration.FindingsEvidence suggests that Jón Gnarr and his political party became a part of the political arena due to extreme social and economic factors, which might indicate the factors that can give rise to an unorthodox leader. At the same time, the research portrays the image of a leader that closely matches the theories of authentic leadership, and his leadership style at the time made a lasting impact. When Gnarr stepped into the role of mayor of Reykjavík, he used novel tactics. His political discourse was different; his manner with the public as well as within the system was different. When he became mayor, he demonstrated trust, respect and care as his underlying values. His unorthodox political behaviour appears to have empowered public officials. Thus, gradually, he inspired his followers to change their own communication style. He also addressed traditional political issues such as downsizing, mergers and financial undertakings.Research limitations/implicationsIts limitation is that it is difficult to generalize based on one case.Practical implicationsThe case can shed a light on how unorthodox leadership style can unlock the potential of empowering and trust in a traditional political system. Leaders who dare to be different can raise awareness of those who work within the system as well as the public.Originality/valueThis paper contributes to the understanding of authentic and unconventional leadership as an efficient vehicle in unusual circumstances in a public leadership position.

Leading in the shadows: understanding administrative leadership in the context of COVID-19 pandemic management in Bangladesh

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
M Aslam Alam
Keyword(s):  
Management System ◽  
Health Sector ◽  
Secondary Data ◽  
Direct Consequence ◽  
Lessons Learned ◽  
Administrative Leadership ◽  
Structural Constraints ◽  
Content Type ◽  
Administrative Leaders ◽  
Local Levels

PurposeThis article aims to examine the COVID-19 pandemic management system in Bangladesh and the role played by various bureaucratic leaders both at national and local levels. Particularly, attention is paid to the interface between the health sector and administrative leaders. The role played by front-line public servants and their superiors are also examined. Also, an attempt is made to encapsulate lessons learned from the crisis and the ways to prepare for the next one.Design/methodology/approachThis study is based on secondary data and observation by the author as well as insights from the author's 36 years of experience in the Bangladesh bureaucracy. Administrative leadership is conceptualized as bureaucrats appointed to administrative positions and discharging administrative duties both at the national and local levels.FindingsA disfunctionality in the COVID-19 management system is observed, which is a direct consequence of the administrative leaders' preference for leading from behind. Some structural constraints in the system are also uncovered.Originality/valueIt draws on observations, experiences and insights from the author's long association with the Bangladesh administrative system. Its intended users are researchers and practitioners of public leadership.

scholarly journals Divergent glocalization in a multinational enterprise

2012 ◽  
Vol 5 (2) ◽  
pp. 124-153 ◽  
Author(s):  
Mara Brumana ◽  
Giuseppe Delmestri
Keyword(s):  
Strategic Change ◽  
Case Study Research ◽  
Multinational Enterprise ◽  
Organizational Structures ◽  
Economic Downturn ◽  
Cognitive Mechanisms ◽  
Content Type ◽  
Organizational Configurations ◽  
Global Standards ◽  
Local Traditions

PurposeThis paper aims to unpack the organization of an multinational enterprise (MNE) and confront its meso‐level complexity of structures and strategies. It seeks to uncover how the glocalization process unfolds, which are the mechanisms at its base and the outcomes in terms of stability, convergence or divergence in strategies and structures.Design/methodology/approachThrough a case study research design, the paper investigates strategic change in an Italian MNE from 2005 to 2011. In 2008 and 2010, extensive data on organizational configurations were also collected. Overall, the paper analyses the glocalized blending of corporate and subsidiary strategies and organizational structures. Attention is also paid to the cognitive, political and institutional mechanisms that accounted for this process before and during the late‐2000 financial crisis.FindingsGlocalization, largely interpreted as an in‐between process compromising between homogeneous global standards and heterogeneous local traditions, unfolds as a beyond process leading to divergent outcomes outside the poles of an imagined local‐global continuum. The mechanisms driving strategic change partly differ from those usually described in strategic change literature emphasizing managerial cognition. Sensegiving from the center is found to be proactive during economic expansion and reactive during economic downturn. Following change initiation, cognitive mechanisms are “taken over” by political and institutional ones. Paradoxically, local societal‐specific patterns of organization and strategy were preserved due to the actions of powerful central HQ actors.Originality/valueA theory of institutional‐bound strategic change within MNEs is outlined.

Service decision-making processes at three New York state cooperative public library systems

2014 ◽  
Vol 35 (6/7) ◽  
pp. 418-432
Author(s):  
Xiaoai Ren
Keyword(s):  
Decision Making ◽  
New York ◽  
New York State ◽  
Public Library ◽  
Organizational Structures ◽  
Annual Reports ◽  
Content Type ◽  
York State ◽  
Decision Making Processes ◽  
And Cluster Analysis

Purpose – The purpose of this paper is to look at the organizational structure and service provisions of cooperative public library systems in New York State. The study also seeks to ask questions of how cooperative public library systems decide what services to provide. Design/methodology/approach – Descriptive statistics, factor analysis and cluster analysis were applied on New York State public library systems’ 2008 annual reports to generate quantitative profiles of public library systems and their service transactions. Three cooperative public library systems displaying different service features were purposefully selected for further study of their service decision-making processes. The face-to-face and phone interviews were adopted in the study. Findings – Research findings from this study provide information on specific service variations across cooperative public library systems. The findings also provide differences of service decision-making processes in addition to the factors that might cause these differences. Originality/value – This study adds knowledge of public library systems’ management and organizational structures, therefore fills a knowledge gap on public library systems. It can also serve as the baseline for future studies using newer annual report data and therefore to study the changing roles and services of cooperative public library systems in New York State.

Factors Influencing Nurses’ Intention to Leave and Intention to Stay: An Integrative Review

2020 ◽  
Vol 32 (4) ◽  
pp. 218-228 ◽  
Author(s):  
Luma Ghazi Al Zamel ◽  
Khatijah Lim Abdullah ◽  
Chong Mei Chan ◽  
Chua Yan Piaw
Keyword(s):  
Leadership Style ◽  
Turnover Intention ◽  
Quality Care ◽  
Intention To Leave ◽  
Critical Issue ◽  
Integrative Review ◽  
Quality Of Work Life ◽  
Intention To Stay ◽  
Nursing Retention ◽  
Work Family

Nursing retention is a critical issue for organization. High nurses’ turnover impact negatively on an organization requirement to meet patient needs and quality care. This integrative review aims to critically review and synthesize published studies to obtain better understanding of the determinants of nurse’s intention to leave or stay in the organization. Thirty-seven studies which met the inclusion criteria from different locations using a variety of instruments and research designs were identified using PRISMA guideline. Many factors including job satisfaction, organizational commitment, quality of work life, work environment, leadership style, bullying at work, family reason, and job security were identified to be associated negatively with nurse’s intention to leave and positively with intention to stay in organization. More qualitative studies are needed to understand in depth, the reasons and factors that underlie and influence turnover, intention to leave or remain in organization.

School leadership, teacher’s psychological empowerment and work-related outcomes

2019 ◽  
Vol 33 (7) ◽  
pp. 1501-1514
Author(s):  
Kersti Kõiv ◽  
Kadi Liik ◽  
Mati Heidmets
Keyword(s):  
Job Satisfaction ◽  
School Leadership ◽  
Leadership Style ◽  
Indirect Effect ◽  
School Principals ◽  
Psychological Empowerment ◽  
Content Type ◽  
Work Related ◽  
Perceived Leadership ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating effect of teacher’s psychological empowerment between school leadership style and teachers’ work-related outcomes. Design/methodology/approach A total of 711 teachers from 31 Estonian schools were surveyed with a questionnaire measuring four dimensions of psychological empowerment (competence, meaning, self-determination and impact), school leadership characteristics (leadership style, leader’s empowering behavior and trust in leader) and teacher’s work-related outcomes (job satisfaction and workplace attachment). AMOS path analysis was used to investigate the direct and indirect relations between the teachers’ perceptions of school leadership, their psychological empowerment and their workplace attachment and job satisfaction. Findings This study found that psychological empowerment (subscales meaning and impact) mediates the relationship between perceived leadership empowerment behavior and teachers’ work-related outcomes. Also, the psychological empowerment (meaning and impact) mediates the relationship between perceived leadership style and teachers’ work-related outcomes. Trust in the principal has direct and indirect effect (through psychological empowerment) on job satisfaction, whereas there only seems to be indirect effect on workplace attachment through two components of psychological empowerment. Practical implications The mediating role of psychological empowerment includes an important message for school principals – in order to empower employees it is not sufficient to merely delegate formal power and decision-making rights. To facilitate the development of psychological empowerment, it is important to provide employees with an opportunity to experience agency, to experience that their voice and opinions are taken into account (perceived impact) and the purpose and targets of the whole organization are discussed with the employees and formulated in collaboration with them (perceived meaning). Originality/value Psychological empowerment as a mediating variable has not been widely researched, especially in school environment. The results will provide important signals for school principals, where and how to find leverage to improve teachers’ job satisfaction and workplace attachment.

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