International Journal of Public Leadership最新文献

{"title":"Public health leadership in the times of COVID-19: a comparative case study of three countries","authors":"J. Glenn, C. Chaumont, Pablo Villalobos Dintrans","doi":"10.1108/ijpl-08-2020-0082","DOIUrl":"https://doi.org/10.1108/ijpl-08-2020-0082","url":null,"abstract":"PurposeThe purpose is to understand the role of public leadership during the COVID-19 pandemic and advocate for a more active role of public health professionals in helping manage the crisis.Design/methodology/approachThe authors use the framework developed by Boin et al. (2005) on crisis leadership. The authors focus on three of the core tasks – sense-making, decision-making and meaning-making – that are relevant to explain the role of public leaders during the ongoing crisis. The authors draw from the experience of three countries – Chile, France and the United States – to illustrate how these tasks were exercised with concrete examples.FindingsSeveral examples of the way in which public leaders reacted to the crisis are found in the selected countries. Countries show different responses to the way they assessed and reacted to the COVID-19 as a crisis, the decisions taken to prevent infections and mitigate consequences, and the way they communicate information to the population.Practical implicationsA better understanding public leadership as a key for better crisis management, particularly for designing policy responses to public health crises. Public health leaders need to assume a more active role in the crisis management process, which also implies the emergence of a new class of public health leaders and a more prominent role for public health in the public eye.Originality/valueThe use of examples from three different countries, as well as the focus on the core leadership tasks during an ongoing crisis help not only assessing the crisis management but also extracting lessons for the coming months, as well as future public health emergencies. The three authors have a first-hand experience on the evolution of the crisis in their countries and the environment, since they are currently living and working in public health in Chile, France and the United States.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2020-10-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijpl-08-2020-0082","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42692762","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Leading in the shadows: understanding administrative leadership in the context of COVID-19 pandemic management in Bangladesh","authors":"M. Alam","doi":"10.1108/ijpl-06-2020-0050","DOIUrl":"https://doi.org/10.1108/ijpl-06-2020-0050","url":null,"abstract":"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.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2020-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijpl-06-2020-0050","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47750528","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The effect of transglobal leadership and organizational culture on job performance - Inter-employee trust as Moderating Variable","authors":"Bjardianto Pujiono, M. Setiawan, Sumiati, Risna Wijayanti","doi":"10.1108/ijpl-11-2019-0071","DOIUrl":"https://doi.org/10.1108/ijpl-11-2019-0071","url":null,"abstract":"PurposeThe objective of this study is to analyze the influence of transglobal leadership and organizational culture on job performance with inter-employee trust as a moderating variable in Pusat Pelaporan dan Analisis Transaksi Keuangan (PPATK) Indonesia.Design/methodology/approachThe population was 308 staff members of PPATK, which consists of regular and temporary employees; all of them have different backgrounds. Temporary employees are from the Ministry of Finance, General Attorney, Police Department, Bank of Indonesia, Ministry of Communication and Information and BSSN and National Bureau of Statistics. PPATK also hires some employees based on employment contracts, for example: receptionists, security, drivers, cleaning services and technicians. This group of employees did not participate as respondents in this study because they were not involved in financial transaction reports or analysis.FindingsLeadership style and organizational culture influence job performance. Inter-employee trust is moderating the influence of transglobal leadership and organizational culture toward job performance.Originality/valueIn organizations, the implementation of culture on methods for developing behavior, which means organizational culture, will affect the behavior of individuals who work in the organization. Synergy between individuals and organizational culture will improve job performance, because the goals of organizational culture are applied in a transglobal context, likely to produce positive performance and organizational development outcomes. Facilitate the vision and mission of the organization and one of them is developing human resource competencies.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":"1 1","pages":""},"PeriodicalIF":1.8,"publicationDate":"2020-07-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijpl-11-2019-0071","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62002453","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Ecological conservation through COREMAP program governance perspectives in empowering coastal communities in Bahari village","authors":"L. Didi, A. Gani, A. Wijaya, L. I. Mindarti","doi":"10.31838/jcr.07.13.135","DOIUrl":"https://doi.org/10.31838/jcr.07.13.135","url":null,"abstract":"PurposeThe purpose of the study is to reviewing community empowerment in ecological conservation through the Coral Reef Rehabilitation and Management Program (COREMAP). This research is under a governance perspective, namely transparency, accountability and community participation in Bahari Village, South Buton District, Indonesia.Design/methodology/approachData were collected in three ways: they are interviews, observation and documentation. Data were analyzed using qualitative descriptive methods.FindingsThe empowerment of coastal village communities through the COREMAP program is not fully managed properly referring to the principles of transparency, accountability and participatory. In addition, the role of stakeholders is not maximal, where the government and the companion are not able to provide solutions to the problem of community empowerment while the apathetic community in the implementation of empowerment program. So that empowerment does not fully have a positive impact on coastal communities. While the sustainability of the empowerment program is threatened with failure, which has an impact on COREMAP's environmental damage and coastal communities.Originality/valueThe originality of this research is that the study was conducted on coastal communities in ecological conservation through the COREMAP program in Bahari Village, South Buton Regency.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2020-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44433798","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Leading with humility in tumultuous times: evidence from the United States","authors":"Sara E. McClellan","doi":"10.1108/ijpl-03-2020-0020","DOIUrl":"https://doi.org/10.1108/ijpl-03-2020-0020","url":null,"abstract":"PurposeWicked problems, cross-sectoral and transregional collaborations, emerging technologies and calls for innovation generate exciting but unpredictable transformations in governance. Emerging research suggests humility, rather than certitude, represents a promising ethos for public leaders working to solve problems in tumultuous times. This study examines the nature, value and practice of humility in public administration (PA) leadership.Design/methodology/approachThis study reviews cross-disciplinary research on the nature and value of humility and emerging findings and debates on humility assessment measures. It analyzes discourse among graduate students in US PA classes and uses ethnographic analysis from workshops with local government leaders to identify institutional dynamics that may influence leaders' willingness to act with humility.FindingsFindings suggest that although PA students and leaders may value humility, they encounter institutional constraints related to public sector legitimacy and narratives about expertise and risk. The author proposes a framework to guide future research and practice in humility and public leadership.Research limitations/implicationsPotential constraints emerged from a modest study of courses and workshops; further research is required to test the prevalence of themes across public leadership environments.Practical implicationsPublic leaders, teachers and coaches may apply these practices and assessment measures to cultivate humility in PA classes and organizations.Originality/valueThis study is among the first to explore leadership humility with attention to how PA context may influence practice.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":"1 1","pages":""},"PeriodicalIF":1.8,"publicationDate":"2020-05-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijpl-03-2020-0020","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41459252","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Ethical leadership","authors":"F. Shakeel, P. Kruyen, S. Thiel","doi":"10.1108/ijpl-09-2019-0060","DOIUrl":"https://doi.org/10.1108/ijpl-09-2019-0060","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to offer a review of the selected literature in ethical leadership synthesizing findings from 45 articles selected from journals on leadership, public administration, organizational behavior, psychology and ethics.\u0000\u0000\u0000Design/methodology/approach\u0000Four themes are addressed: the conceptualization of ethical leadership theories, the existence of popular measurement instruments for ethical leadership, findings on ethical leadership in the public sector and outcomes of ethical leadership in terms of benefits and negative consequences.\u0000\u0000\u0000Findings\u0000The definition by Brown et al. (2005) is the most frequently used definition, even though recent criticism states that this definition may be too narrow. Ethical leadership is usually measured by means of a survey; however, there are at least three different questionnaires in use. In the public sector, ethical leadership has been linked to both positive outcomes and negative consequences.\u0000\u0000\u0000Research limitations/implications\u0000This paper only includes selected academic articles and does not include published books.\u0000\u0000\u0000Originality/value\u0000Based on our findings, the authors present recommendations for future research, among others into a broader conceptualization of ethical leadership and the use of mixed methods.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2019-12-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijpl-09-2019-0060","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44288669","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Bureaucratic leadership, trust building, and employee engagement in the public sector in Ghana","authors":"F. Ohemeng, Theresa Obuobisa Darko, E. Amoako-Asiedu","doi":"10.1108/ijpl-05-2019-0018","DOIUrl":"https://doi.org/10.1108/ijpl-05-2019-0018","url":null,"abstract":"\u0000Purpose\u0000An engaged workforce has never been more important than it is now. Research continues to reveal a strong link between engaged employees and employee performance. Consequently, different strategies continue to be developed to enhance employee engagement (EE) in organisations. Unfortunately, many of these strategies have not worked due to the lack of trust that some employees may have towards organisational leaders. Thus, it is argued that the first step in building an effective EE is building trust, which will erode all sorts of suspicion of the intention of leaders in the organisation. Unfortunately, the literature is not clear about how to build such trust, especially in developing countries where the organisational environment is much different from that in developed ones; making the applicability of models in the developed world quite difficulty in these countries. How can public sector leaders build trust in the organisations in an environment where informality appears to be the norm? The purpose of this paper is therefore to ascertain how trust can be built in public organisations.\u0000\u0000\u0000Design/methodology/approach\u0000In order to answer the research questions, as well as obtain in-depth understanding of what is being done, the authors used the mixed methods approach in the data collection for the paper. In using mixed method data collection, the authors took both quantitative and qualitative approaches. Both qualitative and quantitative data were, however, collected concurrently. This was done for the sake of convenience, as there is little study on how to build trust or, even, EE in the Ghanaian context. The authors set out to explore these issues, and the only way for the authors to do so was to undertake the data collection simultaneously.\u0000\u0000\u0000Findings\u0000The paper examined critically four main areas to help leadership build trust: credibility, fairness, respect and communication. The study shows that both managers and employees firmly believe in building trust. Leaders were able to discuss the efforts they make to ensure that issues concerning trust building are addressed. At the same time, employees also agreed on the need to strengthen these variables.\u0000\u0000\u0000Practical implications\u0000The research identifies areas on which both leadership and employees can continually work to help bridge the gap between them if public organisations are to reap the benefits of EE. The authors are convinced that if the issues discussed here are addressed, and parties work on them, individuals will succeed in their own areas, but so will the organisations, which in turn will help in the development of he country.\u0000\u0000\u0000Originality/value\u0000From a theoretical perspective, it extends the work on EE, and offers new insight into this emerging concept from a developing countries perspective, where informality in the public sector is common. Most of the research on trust and EE has been either qualitative or quantitative in nature. Using the mixed methods approach means the auth","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2019-11-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijpl-05-2019-0018","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43440163","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Health and safety leadership","authors":"Heidi Elizabeth Börner, Sandra Lassowski","doi":"10.1108/ijpl-06-2019-0035","DOIUrl":"https://doi.org/10.1108/ijpl-06-2019-0035","url":null,"abstract":"\u0000Purpose\u0000Based on the research findings the authors derive propositions for further research to explore the role of safety and ethical leadership in enhancing health and safety performance within New Zealand companies. The paper aims to discuss this issue.\u0000\u0000\u0000Design/methodology/approach\u0000Based on quantitative and qualitative health and safety data collected by Börner in New Zealand and analysed in the (unpublished) Master Thesis of Lassowski “Supporting Aspects of Organisational culture on Occupational Health and Safety” (2014) the authors will examine in this paper the responses of company governance and senior leadership to reports made from front-line staff about their perception of the safety culture and (potential) threats to health and safety.\u0000\u0000\u0000Findings\u0000The data indicate that company governance and senior leadership are sometimes reluctant to give adequate responses to employee reporting and fail to take effective measures to protect people and the business.\u0000\u0000\u0000Research limitations/implications\u0000Directors and senior leaders need to be vigilant that the company systems remain compliant with Health and Safety legislation and are aligned with best practices in the sector/organisation. Reports from employees using company systems on a daily basis are vital to assure that those systems work as they should, and that action can be taken when (potential) threats to health and safety are reported.\u0000\u0000\u0000Originality/value\u0000The workplace has a significant influence on injury, illness, fatalities and threats to environmental, community and individual wellbeing and this influence can be positive or negative. The research explores the link between the ethics of organisational leadership and its influence on workplace health and safety climate and outcomes.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2019-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijpl-06-2019-0035","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45575216","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Mediocre and harmful public sector leadership","authors":"E. Franken, G. Plimmer","doi":"10.1108/ijpl-09-2019-0058","DOIUrl":"https://doi.org/10.1108/ijpl-09-2019-0058","url":null,"abstract":"\u0000Purpose\u0000Leadership matters in public contexts. It influences employee development and, in turn, the effective delivery of public services. Harmful leadership limits the fulfilment of both these requirements. Although there are many studies of public leadership, few explore aspects of poor leadership focusing on leading people, in the unique public sector context. The purpose of this paper is to explore the public sector environment as one that can enable harmful leadership, and identifies what those aspects of harmful behaviours are. In particular, it focuses on common, day-to-day forms of harmful mediocre leadership rather than more dramatic, but rarer, forms of destructive or toxic leadership.\u0000\u0000\u0000Design/methodology/approach\u0000The study was conducted over three phases. In study one (N=10) interviews using the critical incident technique identified harmful behaviours. Study two (N=10) identified perceived causal processes and outcomes of these processes. Study three was a validation check using two focus groups (n=7) and two further interviews (n=6).\u0000\u0000\u0000Findings\u0000Four dimensions of harmful behaviour were found: micromanagement, managing up but not down, low social and career support and reactive leadership. Several pathways to harm were found, including lessened employee confidence, motivation, collaboration, learning and development.\u0000\u0000\u0000Research limitations/implications\u0000This research is limited by a small sample and data collected in one public sector system. But its implications are still meaningful. The research identified some ways that harmful leadership can occur, that is missed in existing studies of harmful leadership, which tend to focus on more toxic forms of harm. The role of NPM and other reforms as important shapers of current leadership behaviours are also discussed.\u0000\u0000\u0000Practical implications\u0000To address these behaviours further investment in leadership development, selection and performance management is recommended.\u0000\u0000\u0000Social implications\u0000Social implications include the hindering of effective service delivery and limited ability to deal with increasingly dynamic and complicated problem.\u0000\u0000\u0000Originality/value\u0000Public sector leadership studies are often rose tinted, or describe what should be. Instead, this paper describes what sometimes is, in terms of day-to-day mediocre but harmful leadership.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2019-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijpl-09-2019-0058","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47165242","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Role of leadership and participation","authors":"Rita M. Gallardo","doi":"10.1108/ijpl-05-2019-0020","DOIUrl":"https://doi.org/10.1108/ijpl-05-2019-0020","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to offer pointers to local government executives on the qualities of leadership that drive social innovation (SI) as well as locate the roles of leadership and participation in the output and outcome of SI. Further, the findings of the study can hopefully contribute to the discourse on leadership for a sustainable future.\u0000\u0000\u0000Design/methodology/approach\u0000The purpose of the study was to highlight the forms of participation among the actors in the different stages of SI, the qualities of the leaders that drove SI and the roles of leadership and participation in the output and outcome of SI. To answer the research questions, the researcher applied the case study research design and employed the grounded theory approach for data analysis and interpretation.\u0000\u0000\u0000Findings\u0000The cases showed leadership that encourages, as leadership qualities of the governors. These were manifested in terms of being empowering, giving the freehand, being goal-oriented, resource mobilizer, consultative and practicing both bottom-up and top-bottom approaches to make sure that the outputs are achieved, as well as having the qualities of a supportive leader. The cases showed all three employed forms of participation, as categorized by Lowndes et al. (2001). Government can indeed foster innovation when there is close involvement and participation of the workforce in innovation. Leadership and participation play a big role in achieving output and outcome of SI.\u0000\u0000\u0000Originality/value\u0000The study is a review of the unpublished dissertation by Gallardo (2014) at the National College of Public Administration and Governance, University of the Philippines.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2019-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijpl-05-2019-0020","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43762482","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}