A study on the public leadership: Focusing on the Delphi analysis

2021 ◽  
Vol 31 (3) ◽  
pp. 1-20
Author(s):  
Min Young Kim ◽  
Sea Jin Kim ◽  
Jong Seol Yoon ◽  
Ki Hyun Kim
Keyword(s):  
The Public ◽  
Public Leadership ◽  
Delphi Analysis

Public leadership behaviors of school principals: does it affect teacher motivation and job satisfaction in Turkish culture?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bünyamin Han ◽  
Rasim Tösten ◽  
Zakir Elçiçek
Keyword(s):  
Job Satisfaction ◽  
Public Schools ◽  
Teacher Motivation ◽  
School Principals ◽  
Leadership Behaviors ◽  
Content Type ◽  
The Public ◽  
Public Leadership ◽  
Mediating Role

PurposeThe aim of this research is to examine the public leadership (PL) behaviors of principals working in public schools and its effect on teacher motivation (M) and job satisfaction (JS). Moreover, the mediating role of JS in the relationship between PL and M is also explored.Design/methodology/approachThis research is quantitative and designed in relational survey model conducted with 327 teachers working in Siirt/Turkey in 2020. In the research, Public Leadership Scale, Teacher Motivation Scale and Minnesota Satisfaction Questionnaire were used. Descriptive analyses were used in data analysis. Moreover, mediating role of job satisfaction between public leadership and teacher motivation was tested.FindingsAccording to the results, the public leadership behaviors of school principals, motivation and job satisfaction of teachers are high according to teacher opinions. Additionally, public leadership behaviors of school principals have an effect on teacher motivation and job satisfaction. On the other hand, this study found a negative effect between public leadership and motivation when the effect of job satisfaction is controlled. The possible reasons for this situation were discussed in term of cultural differences.Practical implicationsThe results of this study imply that the leadership behaviors of school principals have cultural elements. Future research should be careful in measuring the political loyalty dimension of the public leadership and should take cultural element into consideration.Originality/valueAlthough there are many types of leadership, the type of leadership differs depending on the purpose of the organization, environmental conditions and culture. The lifestyle of the society, current developments and the structure of the organization are effective in interpreting the leadership needed in the organization. When looking at the models created about leadership in organizations, the effect of this type of leadership on organizational behavior is generally tried to be explained. This is also the case for motivation or job satisfaction. Therefore, this study also focuses on the effect of public leadership in explaining the job satisfaction and motivation of employees in educational organizations. However, another distinctive aspect of this research is that the cultural structure of the society is emphasized in the model to be created.

scholarly journals An Examination of the Causes of Unemployment among Youths in Nigeria

2019 ◽  
Vol 8 (12S2) ◽  
pp. 567-573
Keyword(s):  
Youth Unemployment ◽  
High Rate ◽  
Boko Haram ◽  
The Public ◽  
Public Leadership ◽  
Secondary Sources ◽  
Self Reliance ◽  
Entire Society ◽  
Nigerian Government ◽  
The Unemployed

The rising youth unemployment in Nigeria is indeed disturbing as engagements of unemployed youths in armed robbery, kidnapping, Boko Haram, prostitution and other related social ills in Nigerian society are attributed to high rate of unemployment. The stated involvement in crimes by the unemployed youths does not only constitute social problems to the entire society but obstructs the development of the country. The main objective of this paper is to examine causes of youth unemployment in Nigeria as it relates mostly to moral bankruptcy in public leadership. Secondary sources were being used as the data for this study and it sets its analysis in the context of the neoliberal theory. The results of this study revealed that youth unemployment is caused mainly by corruption among the public office holders that has led to the degrading nature of infrastructures, security, and neglect of agriculture. This study therefore recommends among other things that Nigerian government ought to make its educational system self-reliance for the youths through the introduction of vocational and technical courses. Above all, Nigerian government should insist that its society has the enabling environment for business activities to thrive and that may as well accommodate investors and other businesses globally.

scholarly journals Public Leadership Framework: Studying Approaches to Diversify Engineering Education

2014 ◽  
Vol 4 (1) ◽  
pp. 43
Author(s):  
Govind Gopakumar
Keyword(s):  
Engineering Education ◽  
The Public ◽  
Public Leadership ◽  
Recent Interest ◽  
Leadership Framework

Despite the recent interest in diversifying engineering education there has been very little analysis regarding the nature of interventions needed to refashion engineering education. This article proposes a preliminary framework referred to here as the Public Leadership Framework (PLF) to examine efforts to diversify engineering education. By comparing three highly regarded programs, the PLF is used here to reveals not just their topical differences but also the differences in their orientations and the nature of engagement with society.

scholarly journals Transforming the Public Sector Into an Arena for Co-Creation: Barriers, Drivers, Benefits, and Ways Forward

2016 ◽  
Vol 51 (5) ◽  
pp. 795-825 ◽  
Author(s):  
Jacob Torfing ◽  
Eva Sørensen ◽  
Asbjørn Røiseland
Keyword(s):  
Public Sector ◽  
Service Provider ◽  
Institutional Design ◽  
Systemic Change ◽  
Legal Authority ◽  
The Public ◽  
Public Leadership ◽  
Risks And Benefits

This article explores whether co-creation offers a viable path for the public sector. After an initial account of the transformation of the public sector from a legal authority and a service provider to an arena of co-creation, it defines co-creation and provides some empirical examples. This is followed by a discussion of the risks and benefits of co-creation as well as the drivers and barriers that may stimulate or hamper its expansion. The article also reflects on how institutional design, public leadership, and systemic change can advance co-creation. The conclusion summarizes the findings by setting out some researchable propositions.

Leadership in the Age of Governance

2020 ◽  
pp. 13-24
Author(s):  
Eva Sørensen
Keyword(s):  
Extensive Literature ◽  
The Public ◽  
Public Leadership ◽  
Interactive Governance ◽  
Hands On ◽  
Scant Attention ◽  
Government Reforms ◽  
Governance Processes ◽  
Public Leaders

Building on an extensive literature on interactive governance, Chapter 2 explains what it entails to be in the age of governance and scrutinizes the implications for the performance of public leadership. A key message is that public leadership increasingly takes on the form of metagovernance, i.e. the governance of governance. As meta-governors, public leaders govern self-regulating actors through different hands-off and hands-on regulation methods. Forty years of government reforms have gradually restructured the public sector to support the performance of metagovernance, and inspiration came from different strands of neo-institutionalism. Metagovernance research has mainly focused on managerial metagovernance, however, while paying scant attention to political metagovernance and the role of politicians as leaders of interactive governance processes. Recent strands of political leadership theory provide important insights for developing a notion of political metagovernance and get to grips with the role of politicians in the age of governance.

What is Public about Public Leadership? Exploring Implicit Public Leadership Theories

2020 ◽  
Author(s):  
Rick Vogel ◽  
Laura Werkmeister
Keyword(s):  
Public Administration ◽  
Public Management ◽  
Public Employees ◽  
Leadership Theories ◽  
Cognitive Approach ◽  
Implicit Leadership ◽  
Implicit Leadership Theories ◽  
The Public ◽  
Public Leadership ◽  
Public Leaders

Abstract While scholarship on public leadership has recently gained momentum in public administration, it is unclear how researchers should account for the “public” in public leadership. We shed new light on this issue by introducing the approach of Implicit Leadership Theories (ILTs) to the field of public administration. This socio-cognitive approach suggests that people’s everyday, rather than scholarly, theories about the characteristics of leaders provide important explanations of how they respond to leadership situations. We investigate whether people hold Implicit Public Leadership Theories (IPLTs) and explore how these images of public leaders contrast with generic ILTs. We extract these taxonomies from data gathered in a survey experiment in Germany (N = 1,072). Results show that IPLTs have overlaps with generic ILTs but are unique in terms of rule abidance and innovation-orientation. In contrast, charismatic aspects of leadership only figure in generic ILTs. The structure of ILTs, both generic and public, is surprisingly stable across the subsamples of public and non-public employees. We discuss how the findings may assist public management scholars in the development of explicit theories of public leadership and derive a research agenda based on a socio-cognitive approach.

scholarly journals Leadership in Brazilian public universities: initiatives conducted by three state universities of São Paulo in the context of COVID-19 pandemic

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rosley Anholon ◽  
Milena Pavan Serafim ◽  
Wagner Luiz Lourenzani ◽  
Iris Bento Silva ◽  
Izabela Simon Rampasso
Keyword(s):  
Sao Paulo ◽  
State Universities ◽  
São Paulo ◽  
State University ◽  
Public Servants ◽  
Content Type ◽  
The Public ◽  
Public Leadership ◽  
The University

PurposeThe purpose of this paper is to present the role of aspects related to public leadership in the actions developed by three state universities in São Paulo (Brazil) in the context of the COVID-19 pandemic, namely the University of Campinas (Unicamp), University of São Paulo (USP) and São Paulo State University (Unesp).Design/methodology/approachSince this is a viewpoint article, part of the information presented is characterized by the authors' points of view. It should be highlighted, however, that the information provided is based on searches in scientific bases, institutional websites and published press reports.FindingsAccording to the authors, aspects of public leadership are being properly employed by the public servants of the analyzed universities, resulting in the positive actions that have been implemented.Originality/valueThere is no existing literature on public leadership in these Brazilian universities during the COVID-19 pandemic.

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.

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