Supportive Leadership Behavior in the Public Sector: Gender and the Manager-Employee Relationship

2019 ◽  
Vol 2019 (1) ◽  
pp. 15066
Author(s):  
Shahidul Hassan ◽  
Deneen Hatmaker
Keyword(s):  
Public Sector ◽  
Leadership Behavior ◽  
Supportive Leadership ◽  
The Public ◽  
Employee Relationship

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 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.

E-Government and E-HRM in the Public Sector

2009 ◽  
pp. 272-277 ◽  
Author(s):  
Rhoda C. Joseph ◽  
Souha R. Ezzedeen
Keyword(s):  
Public Sector ◽  
Human Resources Management ◽  
Electronic Government ◽  
Performance Technology ◽  
Web Based ◽  
The Public ◽  
Public Sector Performance ◽  
Employee Relationship ◽  
Sector Performance ◽  
The Web

From the Clinton-Gore attempts to “reinvent government” to public reform laws enacted worldwide, it is apparent that governments are responding to calls for improved public sector performance and accountability to citizens (Farazmand, 2004). Within these efforts, the introduction of electronic government (e-government), that is, the Web-based provision of information and services to government stakeholders (Lee, Tan, & Trimi, 2005), is among the most noteworthy. Under the e-government umbrella, e-human resources management (e-HRM), meaning the Web-based management of the employer-employee relationship (Ruël, Bondarouk, & Looise, 2004), is increasingly seen as conducive to enhanced government functioning. The goal of this article is to discuss governments’ use of e-HRM as a means of improving overall public sector performance. Technology and the strategic management of employees can contribute to firm performance and thus highlight the potential usefulness of e-HRM to the public sector. Following a brief overview of e-government, this article defines e-HRM, outlines its advantages, describes the experiences of select countries, and outlines a few challenges surrounding implementation. The article concludes with speculation on future trends.

scholarly journals Determinants of the Employer-Employee Relationship in the Public Sector Organizations of Pakistan

Upravlenets ◽  
2017 ◽  
Vol 66 (2) ◽  
pp. 58-71
Author(s):  
Himayatullah Khan ◽  
◽  
Sheikh Raheel Manzoor ◽  
Sheikh Raheel Fyodorova ◽  
Saira Rasool ◽  
...  
Keyword(s):  
Public Sector ◽  
The Public ◽  
Public Sector Organizations ◽  
Employee Relationship

scholarly journals Essays on Motivation and Leadership in the Public Sector - Habilitation dissertation

2020 ◽  
Author(s):  
Dominik Vogel
Keyword(s):  
Public Sector ◽  
Leadership Behavior ◽  
The Public

This is the synposis of my Habilitation dissertation. The Habilitation focuses on two aspects vital for any organization: the motivation of its members and the leadership behavior of those responsible for supervising others. The two concepts---motivation and leadership---are studied in a specific type of organizations: public administrations. Both concepts have received increasing attention in recent years, but the literature still offers more questions than answers.

Creating Better Employees through Positive Leadership Behavior in the Public Sector

2014 ◽  
Vol 37 (5) ◽  
pp. 288-298 ◽  
Author(s):  
Nilupama Wijewardena ◽  
Ramanie Samaratunge ◽  
Charmine Härtel
Keyword(s):  
Public Sector ◽  
Leadership Behavior ◽  
Positive Leadership ◽  
The Public

scholarly journals Cultural Intelligence and its Relationship to Behavior Leadership Behavior among administrator Directors in Public and private sectors in Riyadh Province.: الذكاء الثقافي وعلاقته بالسلوك القيادي لدى مديري الإدارات في القطاعين الحكومي والخاص بمدينة الرياض

2017 ◽  
Vol 1 (10) ◽  
Author(s):  
Ibrahim bin Ahmed bin Wael Al Yahya -  Mohammed bin Abdulmoh
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Cultural Intelligence ◽  
Leadership Behavior ◽  
Age Difference ◽  
Intelligence Scale ◽  
Public And Private ◽  
The Public ◽  
Behavior Scale ◽  
The Impact

The study aimed to disclose the correlation between cultural intelligence and leadership behavior among administrator directors in Public and private sectors in Riyadh Province , as well as to identify the differences in cultural intelligence and leadership behavior between administrator directors in the Public sector and administrator directors in the private sector, also to identify the impact of some demographic factors in cultural intelligence and leadership behavior of administrator directors , in the light of some variables as (qualifications, age, management expertise), Finally Predictability in Cultural Intelligence through Leadership Behavior is tested. Methodology : The Researcher followed the descriptive approach Within the Correlative Style . Sample : Study sample  reached (374) administrator directors in Public and private sectors in  Riyadh Province. (115) administrator directors in the Public sector and (259) administrator directors in the private sector . Research Tools : Cultural Intelligence Scale Which prepared by (Van Dyne et al., 2005), In addition Leadership Behavior Scale Which prepared by Vijver. translated by Durrah (2001), rationing alnemry (1430), The researcher calculated psychometric properties of the Scale. Results : The study highlighted the following results : There is statistical significant relationship between Cultural intelligence and leadership behavior among administrator directors in Public and private sectors in  Riyadh Province . There are statistically significant differences in Cultural intelligence and Leadership Behavior among administrator directors in the Public sector and administrator directors in the private sector in Favour of administrator directors in the private sector. There are no statistically significant differences in Cultural Intelligence and leadership behavior between administrator directors in public and private sectors. In accordance with qualification & age difference & number of years of experience in management . There are Predictability in Cultural Intelligence through Leadership Behavior .

scholarly journals Leadership and Creativity in Public Services: An Interview With Lord Michael Bichard, Chair of the National Audit Office

2017 ◽  
Vol 27 (1) ◽  
pp. 45-51 ◽  
Author(s):  
Richard Bolden ◽  
Nicholas O’Regan
Keyword(s):  
Public Sector ◽  
Public Services ◽  
National Audit ◽  
Supportive Leadership ◽  
The Public ◽  
Creative Leadership ◽  
The United Kingdom ◽  
Systems Leadership ◽  
Creativity And Innovation ◽  
The Relationship

This interview with Lord Michael Bichard, one of the most distinguished public sector leaders in the United Kingdom, explores his ideas around the relationship between leadership, creativity, and innovation. A champion of place-based approaches to public services, where citizens are actively involved in service design, delivery, and appraisal, Bichard advocates the need for inclusive and supportive leadership that enables the emergence of the kinds of creativity required to respond to the financial challenges facing the public sector. Bichard’s ideas resonate with recent research on creative leadership and provide a practical illustration of place-based and systems leadership in the public sector and beyond.

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