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Leadership in Public Organizations / Edition 2

Leadership in Public Organizations / Edition 2

by Montgomery Van Wart, Paul Suino

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ISBN-10: 0765625504

ISBN-13: 9780765625502

Pub. Date: 02/15/2012

Publisher: Taylor & Francis

Leadership in Public Organizations is a concise yet comprehensive treatment of public sector leadership for upper division and graduate students. In addition to a full, up-to-date review of leadership theories in the field, it covers the major competency clusters in detail, and provides both the research on each competency and practical guidelines for


Leadership in Public Organizations is a concise yet comprehensive treatment of public sector leadership for upper division and graduate students. In addition to a full, up-to-date review of leadership theories in the field, it covers the major competency clusters in detail, and provides both the research on each competency and practical guidelines for improvement. These competencies are graphically portrayed in a Leadership Action cycle that aids students in visually connecting theory and practice.

Important features of the text include discussion questions and scenarios at the end of each chapter, numerous exhibits, and an easily reproducible leadership assessment instrument.

Although designed for course use in a Public Administration program, Leadership in Public Organizations
can also serve as a guidebook for professionals seeking insight into the role of successful leadership behavior in public sector management.

Product Details

Taylor & Francis
Publication date:
Edition description:
Older Edition
Sales rank:
Product dimensions:
7.40(w) x 9.20(h) x 0.80(d)

Table of Contents

Preface to the Second Edition xi

1 Introduction 3



History of the Study of Organizational Leadership 8

Perennial Debates in Leadership Theory 14

A Discussion of Some Important Terms and Concepts 21

An Operational Definition of Leadership 24

Conclusion and Organization of This Book 25

Questions and Exercises 27

Scenario: The Story of Jim 27

Part I Theories and Approaches to leadership

2 Understanding Theories of Leadership and Leadership Styles 31

Use of a Causal-Chain Model to Compare Approaches and Theories 32

Contingency Factors 33

Types of Leaders 35

Conclusion 47

Questions and Exercises 49

Scenario: Leadership Analysis Based on Style Strengths andSituational Needs 50

3 Early Management, Trait, Stratified Systems, and Transactional Theories of Leadership 52

Classical Management Theory 52

Trait Theory 54

Stratified Systems Theory 56

Transactional Approaches 58

Conclusion 70

Questions and Exercises 71

Scenario: The Promotion to Unit Supervisor 71

4 Charismatic and Transformational Approaches 75

Conger and Kanungo's Charismatic Leadership Theory 76

Transformational Leadership Theory: Tichy and Devanna, Kouzes and Posner, and Bass 81

Comparing Transactional and Transformational Approaches to Leadership 86

Questions and Exercises 89

Scenario: Considering Change Through Charisma and Transformation 90

5 Distributed Approaches to Leadership 92

Informal Leadership Theory 93

Followership Theory 95

Superleadership Theory 97

"Substitutes for Leadership" Theory 98

Self-Leadership Theory 100

Self-Managed Teams 103

Network Leadership Theory 106

Conclusion 107

Questions and Exercises 109

Scenario: Distributed Leadership 109

6 Ethics-Based Leadership Theories 111

Perspectives on Values-Based Leadership 112

A Generic Leadership Model Based on Consciousness and Conscientiousness 122

Questions and Exercises 126

Scenarios 127

7 Leadership Approaches Focusing on Influence, Attribution, and a Changing Environment 129

Influence Theories 129

Attribution Theories of Leadership 134

Additional Open Systems Theories 144

Conclusion 152

Questions and Exercises 153

Scenario: Examining Gender, Power, and Ethics 153

8 Competency-Based Leadership Approaches 157

What Constitutes Competency-Based Leadership Approaches? 158

The Purposes of Competency-Based Leadership Approaches 159

Strengths and Weaknesses of Competency-Based Approaches 161

Features of Good Competency Models 163

The Leadership Action Cycle 165

Conclusion 167

Questions and Exercises 169

Scenario: How to Develop Jason Henderson 169

Part II Applied Leadership Competencies

9 Traits That Contribute to Leader Effectiveness 177

Self-Confidence 178

Decisiveness 179

Resilience 181

Energy 182

Need for Achievement 183

Willingness to Assume Responsibility 185

Flexibility 188

A Service Mentality 189

Personal Integrity 190

Emotional Maturity 193

Conclusion 196

Questions and Exercises 198

Scenario: Using Traits to Select a Candidate 199

10 Skills That Contribute to Leader Effectiveness 201

Communication Skills 201

Social Skills 204

Influence Skills 205

Analytic Skills 207

Technical Skills 210

Continual Learning 212

Conclusion 215

Questions and Exercises 217

Scenario: Focusing on Skills in Development 218

11 Assessments by Leaders and the Goals to Which They Lead 219

Sources of Information 219

Assessment of the Organization and Its Environment 220

Constraints of Leadership 228

The Science and Art of Goal Setting 233

Selecting Major Goals 236

Conclusion 238

Questions and Exercises 239

Scenario: A Mediocre Unit 240

Scenario: Preparing for a Paradigm Shift 241

12 Task-Oriented Behaviors 243

The Underlying Logic of Each of the Behavior Domains 244

Monitoring and Assessing Work 245

Operations Planning 247

Clarifying Roles and Objectives 249

Informing 250

Delegating 252

Problem Solving 253

Managing Technical Innovation and Creativity 256

Conclusion 258

Questions and Exercises 259

Scenario: Using Task Behaviors as a Supervisor 262

13 People-Oriented Behaviors 263

Consulting 263

Planning and Organizing Personnel 266

Developing Staff 269

Motivating 270

Building and Managing Teams 274

Managing Conflict 277

Managing Personnel Change 279

Conclusion 281

Questions and Exercises 281

Scenario: Personnel Changes 285

14 Organization-Oriented Behaviors 287

Scanning the Environment 287

Strategic Planning 290

Articulating the Mission and Vision 292

Networking and Partnering 295

Performing General Management Functions 297

Decision Making 299

Managing Organizational Change 303

Conclusion 307

Questions and Exercises 309

Scenario: Executive Trade-Offs 310

15 Leadership Development and Evaluation 313

The Nature of Leadership Development 314

Structured Experience and Associated Developmental Methods 317

Formal Training Design 322

Starting with an Action Research Model to Evaluate Leadership 323

Revisiting the Many Possible Definitions of Leadership 328

The Role of Context 329

Who Evaluates and How? 329

A Final Example of a Great Administrative Leader 330

Conclusion 332

Questions and Exercises 333

Appendix A Assessment of Organizational Conditions and Leader Performance 335

Appendix B General Instructions for the Assessment of Organizational Conditions and Leader Performance 346

References 355

Index 371

About the Authors 385

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