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Article
Publication date: 4 October 2018

Frank L.K. Ohemeng, Emelia Amoako-Asiedu and Theresa Obuobisa Darko

The purpose of this paper is to advance critical theoretical insights into the idea of “relational bureaucratic leadership” and its implications for public administration…

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1838

Abstract

Purpose

The purpose of this paper is to advance critical theoretical insights into the idea of “relational bureaucratic leadership” and its implications for public administration in developing countries (DCs). In doing so, the paper sets out new agendas for public service governance in DCs that recognizes the changing nature and emerging complexities of both the public service and society.

Design/methodology/approach

This is an exploratory study which synthesises literature in management, human resources, leadership studies and public administration, to understand the limitations of mainstream approaches to bureaucratic leadership in DCs, particularly SSA, with a view of identifying alternative practices.

Findings

Findings from this paper suggest that public service governance in DCs are embedded in complex dynamics between power relations, complexity and social norms, and bureaucratic leaders should, therefore, focus on building relationships as a means of deepening trust and enhancing cooperation among critical actors. The case for a shift in focus to “relationality” reflects changes in the broader global political economy, including emerging wicked and multi-faceted policy problems that require heterodox and context-sensitive responses from governments and greater collaboration among key stakeholders.

Originality/value

The analysis of the limitations of traditional approaches to public service governance in this essay reveals the importance of a shift from a preoccupation with conventional organizational forms and functions, to place greater emphasis on social networks and relationships, as a way of improving leadership efficiency in the public services of DCs.

Details

International Journal of Public Leadership, vol. 14 no. 4
Type: Research Article
ISSN: 2056-4929

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Article
Publication date: 27 February 2020

Rogers Mwesigwa, Immaculate Tusiime and Bob Ssekiziyivu

The purpose of this paper is to examine the relationship between leadership styles and Organizational commitment among academic staff in Ugandan Public Universities…

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2069

Abstract

Purpose

The purpose of this paper is to examine the relationship between leadership styles and Organizational commitment among academic staff in Ugandan Public Universities, mediated by Job Satisfaction.

Design/methodology/approach

The study was cross-sectional, quantitative, and used correlation and regression to test the hypothesis. A sample of 353 academic staff was drawn from five public universities in Uganda, of which a response rate of 66 percent was obtained.

Findings

Organizational commitment among academic staff in public universities in Uganda depends on the age of the academic staff, length of service, position level, leadership styles employed, and job satisfaction. Findings further show that job satisfaction partially mediates the relationship between leadership styles and organizational commitment.

Research limitations/implications

Only a single research methodological approach was employed; thus, future research through interviews could be undertaken to triangulate.

Practical implications

In order to boost the organizational commitment among academic staff in Ugandan Public Universities, managers should always endeavor to employ a blend of leadership styles that leads to job satisfaction and can add value to the employee-employer relationship.

Originality/value

This study contributes to the body of knowledge by finding further support on the relationship between leadership styles and organizational commitment among academic staff in Ugandan public universities. It further demonstrates that job satisfaction partially transmits the effect of leadership styles on organizational commitment in public universities in Uganda.

Details

Journal of Management Development, vol. 39 no. 2
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 23 July 2019

Ahmad Raza Bilal, Tehreem Fatima and Muhammad Kashif Imran

The purpose of this paper is to advance the theoretical perspective of complexity leadership paradigm to introduce shared leadership style as a precursor of taking charge…

Abstract

Purpose

The purpose of this paper is to advance the theoretical perspective of complexity leadership paradigm to introduce shared leadership style as a precursor of taking charge behavior in public sector higher educational institutions (HEIs) of Pakistan. Moreover, this study unveils the underlying mechanisms of the climate of initiative and psychological safety for clarifying the link of shared leadership and taking charge.

Design/methodology/approach

The multi-source and multi-wave data were analyzed by employing double mediation analysis (PROCESS Model 4); using 282 valid responses obtained from a proportionate stratified sample of faculty members working in public sector HEIs of Pakistan.

Findings

The result indicates that shared leadership is a suitable style for governing the public sector HEIs and it fosters taking charge behavior in teaching faculty. Additionally, shared leadership creates climates that support initiatives and are psychologically safe that set stage for taking charge behaviors in teaching faculty of public sector HEIs of Pakistan.

Originality/value

This research has filled the gap of focusing on more collaborative leadership styles instead of traditional vertical leadership practices in public sector HEIs of Pakistan. Theoretically, this study suggests new insights into the contextual antecedents and mediating mechanisms of taking charge behaviors.

Details

International Journal of Public Leadership, vol. 15 no. 3
Type: Research Article
ISSN: 2056-4929

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Article
Publication date: 3 May 2013

Linjuan Rita Men and Don W. Stacks

The purpose of the current study is to examine the impact of organizational leadership style and employee empowerment on employees’ perception of organizational reputation…

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12970

Abstract

Purpose

The purpose of the current study is to examine the impact of organizational leadership style and employee empowerment on employees’ perception of organizational reputation by testing a hypothesized model.

Design/methodology/approach

A quantitative on‐line survey was conducted with 700 randomly selected employees from diverse work units of a Fortune 500 company in the United States in February 2011.

Findings

The results showed that transformational leadership positively influences employees’ perception of organizational reputation, not only directly but also indirectly, through empowering employees. Transactional leadership has a significant negative direct effect on employees’ perception of organizational reputation. Employees who feel more empowered in terms of perceived competence and decision‐making control have a more favorable evaluation of organizational reputation.

Research limitations/implications

By building links between organizational reputation and the two internal antecedent factors, organizational leadership and employee empowerment, the current work extended the list of internal characteristics of excellent public relations, filled the research gap on leadership and empowerment study in public relations, and contributed to the increasing body of knowledge on internal communication.

Practical implications

The findings suggest that what determines the employees’ views toward the company is how they feel they are treated and whether they have enough say in decision‐making. To build a favorable internal reputation, communication professionals should educate organizational leaders of all levels and engage them in strategic, interactive, empowering, democratic and relational‐oriented transformational leadership communication behavior.

Originality/value

This study was among the first empirical attempts to examine organizational leadership as an influencing factor for internal communication practice and outcomes.

Details

Journal of Communication Management, vol. 17 no. 2
Type: Research Article
ISSN: 1363-254X

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Article
Publication date: 8 June 2021

Arelia E. Gudmundsdottir and Svala Gudmundsdottir

This 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

Abstract

Purpose

This 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/approach

This 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.

Findings

Evidence 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/implications

Its limitation is that it is difficult to generalize based on one case.

Practical implications

The 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/value

This paper contributes to the understanding of authentic and unconventional leadership as an efficient vehicle in unusual circumstances in a public leadership position.

Details

International Journal of Public Leadership, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2056-4929

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Article
Publication date: 14 August 2007

Eran Vigoda‐Gadot

This study aims to examine perceptions of politics among public sector employees as a possible mediator between the supervisor's leadership style and formal and informal…

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21479

Abstract

Purpose

This study aims to examine perceptions of politics among public sector employees as a possible mediator between the supervisor's leadership style and formal and informal aspects of employees' performance (Organizational Citizenship Behavior – OCB).

Design/methodology/approach

The Multifactor Leadership Questionnaire (MLQ) was distributed to employees of a public security organization in Israel (N=201), asking them to evaluate their supervisor's style of leadership. Employees were also asked to report their perceptions of organizational politics using the scale developed by Kacmar and Ferris. In addition, supervisors provided objective evaluations of the levels of their employees' in‐role performance and OCB. The intra‐structure of the leadership variable was examined by exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) with structural equation modeling. Two alternative models were examined: first, a model of mediation and second, a direct model with no mediation.

Findings

The research resulted in mixed findings that only partially support the mediating effect of organizational politics on the relationship between leadership, in‐role performance and OCB. A direct relationship between leadership and performance (in‐role and OCB) was also found.

Research limitations/implications

The differences between the models do not allow clear answers as to the mediating or direct effect of organizational politics in the relationship between leadership and performance. The implications on causality are also limited.

Practical implications

Managers should recognize the advantages and disadvantages of different leadership styles as these may affect organizational politics and eventually, formal performance and organizational citizenship behaviors.

Originality/value

The findings of this paper contribute to the understanding of the relationships between leadership, performance, and politics in the workplace and in the public sector in particular.

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Article
Publication date: 10 November 2014

Faye Barth-Farkas and Antonio Vera

– The purpose of this paper is to examine the relationship between perceived power and transformational leadership in the public sector.

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9552

Abstract

Purpose

The purpose of this paper is to examine the relationship between perceived power and transformational leadership in the public sector.

Design/methodology/approach

The authors investigate this topic empirically in the context of German police forces using a between-groups design, manipulating power and statistically analyzing the results on the multifactor leadership questionnaire.

Findings

Police officers with a high perception of power achieve significantly lower scores on transformational leadership compared to their low power counterparts.

Research limitations/implications

The study contributes to advancing public leadership theory by showing that transformational leadership, which is considered as particularly useful in public organizations, is likely to be adversely affected by leaders’ power. Furthermore, it also extends on the literature on power by providing first empirical evidence that power has a significant impact not only on factors such as the pursuit of a goal, social behavior, or affect, but also on leadership.

Practical implications

The results suggest either to control power accumulation in leadership positions of public organizations, for instance by implementing flat hierarchies, or to come to terms with more authoritative leadership styles in top management.

Originality/value

To the best of knowledge, the authors provide the first study that investigates the impact of power on transformational leadership in the public sector using an experimental design and quantitative empirical data.

Details

International Journal of Leadership in Public Services, vol. 10 no. 4
Type: Research Article
ISSN: 1747-9886

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Article
Publication date: 11 May 2015

Bayan Khalifa and Rami M. Ayoubi

The purpose of this paper is to explore the two major types of leadership, i.e transactional and transformational, and organizational learning at public and private…

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1360

Abstract

Purpose

The purpose of this paper is to explore the two major types of leadership, i.e transactional and transformational, and organizational learning at public and private universities in Syria. It further aims at exploring the role of transactional and transformational leadership in enhancing organizational learning at Syrian universities.

Design/methodology/approach

A quantitative research paradigm was employed. Using a questionnaire survey method, the data were collected from employees at two major public and private Syrian universities. In total, 216 questionnaires were analyzed using SPSS.

Findings

The findings revealed that there is a significant impact of contingent reward, as a transactional leadership dimension on organizational learning, and a significant impact of inspirational motivation as a transformational leadership dimension on organizational learning. The study also found no significant differences in leadership styles and organizational learning between both universities.

Practical implications

This study will help university leaders in Syria in adopting leadership styles that are suitable to reinforce organizational learning in their institutions.

Originality/value

The study advances western research that is linking leadership styles and organizational learning by focussing on the Arab world context, particularly the Syrian context.

Details

International Journal of Educational Management, vol. 29 no. 4
Type: Research Article
ISSN: 0951-354X

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Article
Publication date: 12 June 2018

David L. Remund and Brooke W. McKeever

The purpose of this paper is to examine how corporate and nonprofit leaders partner on public relations for corporate social responsibility (CSR) programs.

Abstract

Purpose

The purpose of this paper is to examine how corporate and nonprofit leaders partner on public relations for corporate social responsibility (CSR) programs.

Design/methodology/approach

Through semi-structured interviews across the USA, and stretching into Europe and South America, leaders (n=24) from US-based corporations top-ranked for corporate citizenship, and the nonprofit organizations with which they have developed CSR programs, shared insights and best practices.

Findings

Corporate and nonprofit leaders who collaborate on CSR programs spoke independently about several essential shared values, including community-focused collaboration, fiscal responsibility, and strategic alignment. How they described their CSR partnerships reflects a mutual commitment to a distributed leadership model, which involves the need to span organizational boundaries, share unique expertise across levels and roles, and sustain long-term relationships. Consistent with prior research, this study also suggests that communication leaders in both corporations and nonprofit organizations leverage transactional (process-focused) and transformational (people-focused) leadership styles, as they work to build and foster these long-term partnerships.

Research limitations/implications

The findings pinpoint how principles of the distributed leadership model come to life across CSR partnerships and contribute to the success of such partnerships. Corporations and their nonprofit partners must mutually focus on spanning, sharing, and sustaining as they build programs together. These shared principles exemplify a distributed leadership model and help define what CSR partnership truly means.

Originality/value

This study looks at CSR programs beyond just the perspective of the corporation and the public, taking into account the critical role the nonprofit organization plays as a partner in some CSR programming, and within a distributed leadership model.

Details

Journal of Communication Management, vol. 22 no. 3
Type: Research Article
ISSN: 1363-254X

Keywords

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Article
Publication date: 6 May 2020

Barbara Rebecca Mutonyi, Terje Slåtten and Gudbrand Lien

This study clarifies the factors that foster individual innovative behaviour in the public sector by examining the effects and roles of empowering leadership, work group…

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3141

Abstract

Purpose

This study clarifies the factors that foster individual innovative behaviour in the public sector by examining the effects and roles of empowering leadership, work group cohesiveness and individual learning orientation. This study also explores the direct effect of empowering leadership on work group cohesiveness and individual learning orientation, the influence of work group cohesiveness on individual learning orientation and the mediating roles of work group cohesiveness and individual learning orientation.

Design/methodology/approach

Data were collected from an online survey of respondents working in a public sector organization. Partial least squares structural equation modelling and mediation analysis by the bootstrap method were used for the data analysis.

Findings

Empowering leadership and individual learning orientation had significant direct effects on individual innovative behaviour. Both empowering leadership and work group cohesiveness have significant direct effects on individual learning orientation. Empowering leadership was positively related to work group cohesiveness. The mediation analysis revealed that individual learning orientation mediates the relationships between empowering leadership and individual innovative behaviour and between work group cohesiveness and individual innovative behaviour.

Research limitations/implications

The study focuses on three factors that foster individual innovative behaviour in a public sector organization.

Originality/value

This study offers new insights into the factors that foster individual innovative behaviour in the public sector. The findings reveal the importance of using a balanced leadership style and encourage learning in the workplace for individual innovativeness by public leaders.

Details

International Journal of Public Leadership, vol. 16 no. 2
Type: Research Article
ISSN: 2056-4929

Keywords

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