Communicating the Vision: How Face‐to‐Face Dialogue Facilitates Transformational Leadership

For public managers facing political and structural constraints, transformational leadership promises to meaningfully improve outcomes by communicating an inspiring vision of the organization. But this promise rests to a great degree on the communication skills and behaviors of the leader. A better understanding of how transformational leadership functions in organizations therefore requires a deeper application of theory from the field of communications. This article explores the question of what communication behaviors facilitate transformational leadership. A media richness framework is applied to propose that transformational leaders will be most effective when employing a face‐to‐face dialogue approach to communication. Using a multisource longitudinal research design, the authors find support for this proposition in an empirical test of 256 Danish tax units, lower and upper secondary schools, child care centers, and bank branches. The findings also show that size matters, with diminishing effectiveness of face‐to‐face dialogue in larger organizations.     

Politics of E‐Government: E‐Government and the Political Control of Bureaucracy

This case study reports an innovative e‐government experiment by a local government in Seoul, South Korea—Gangnam‐gu. A new local political leadership in Gangnam made strategic use of e‐government applications to exert greater political control over the local civil service bureaucracy. The authors find that e‐government applications possess political properties that can be applied effectively by the political leadership as instruments to improve control over the government bureaucracy as well as to enhance essential government accountability and transparency. The political circumstances underlying e‐government development as well as its impact on local government are reported, along with key variables associated with this innovation and directions for future research.     

Digital Government: A Primer and Professional Perspectives

Digital technology is a critical enabler of public administration reforms. It can improve the efficiency and productivity of government agencies and allow citizens to transact with government anytime, anywhere. It can also deepen the democratic process, empowering citizens to participate in policy formulation. In this article Andrew Botros, the director of Expressive Engineering, and Maria Katsonis, from the Department of Premier and Cabinet (Victoria), explore the challenges of the digital world for the public sector. Katsonis presents a primer on digital government tracing its evolution from the e‐government movement of the 1990s to Government 2.0 in the 2000s to today's digital‐by‐default agenda. As technology and its role in public sector reform have progressed, so too have the governance, cultural, and leadership challenges deepened. Botros examines NSW approach to open innovation with the Premier's Innovation Initiative in NSW, the state's open data experience, and Transport for NSW and its management of public transport data. He argues NSW's approach involves a significant innovation trade‐off, requiring fresh thinking in digital‐era collaboration.     

The Politics of Civil Service and Administrative Reforms in Development—Explaining Within‐Country Variation of Reform Outcomes in Georgia after the Rose Revolution

This article examines the role of politics as a determinant of civil service and administrative (CSA) reform outcomes in Georgia. The majority of existing studies on CSA reforms face several methodological challenges, which make it difficult to understand the influence of politics in more detail. Based on literature review findings, the article proposes a model for within‐country comparisons that allows one to control for a number of variables such as context and policy design. Comparing CSA reform outcomes in the Ministry of Justice and the Ministry of Labour, Health and Social Affairs in Georgia after the 2003 Rose Revolution through a matched case study, the article shows that certain countrywide legal adjustments, anti‐corruption measures and context variables are necessary but insufficient conditions for successful reform. While in general Georgia has achieved considerable success in its CSA reform efforts, the President's leverage over reform implementation, leadership at the ministry level and the politics of foreign aid have led to significant variation in reform outcomes across the analysed institutions. In addition to this, institutional constraints reflecting inherent differences between policy sectors explain another part of the variation in outcomes in Georgia. Copyright © 2015 John Wiley & Sons, Ltd.     

What the Secretary Said Next: ‘Public Rhetorical Leadership’ in the Australian Public Service

Every year, senior departmental secretaries in Australia deliver keynote speeches to a range of audiences. What are these secretaries talking about, and to whom are they directing their comments? This article will examine keynote addresses by the secretaries of the two key central agencies in Australia – the Department of Prime Minister and Cabinet and The Treasury – over the calendar years 2009 and 2010. I argue that ‘public rhetorical leadership’ by secretaries poses challenges for traditional understandings of Westminster governance. Utilising the concepts of public value theory, the significance of this ‘public rhetorical leadership’ is assessed in terms of its impacts on policy implementation and questions of accountability.     

Beyond Smokestacks and Silos: Open‐Source,Web‐Enabled Coordination in Organizations and Networks

What accounts for coordination problems? Many mechanisms of coordination exist in both organizations and networks, yet despite their widespread use, coordination challenges persist. Some believe the challenges are growing even more serious. One answer lies in understanding that coordination is not a free good; it is expensive in terms of time, effort, and attention, or what economists call transaction and administrative costs. An alternative to improving coordination is to reduce its costs, yet there is little guidance in the literature to help managers and researchers calculate coordination costs or make design decisions based on cost reductions. This article explores two cases—the U.S. Patent and Trademark Office’s Peer‐to‐Patent pilot program and the online relief effort in Haiti following the devastating earthquake there in 2010—to illustrate the advantages and constraints of using Web 2.0 technology as a mechanism of coordination and a tool for cost reduction. The lessons learned from these cases may offer practitioners and researchers a way out of our “silos” and “smokestacks.”     

Collective Leadership and Context in Public Administration: Bridging Public Leadership Research and Leadership Studies

This article challenges the view that public leadership research should maintain a separate perspective in the study of public leadership. It discusses the benefits of further embedding the public leadership research domain within leadership studies, constructing a cross‐fertilization that contributes to advance both. The article maps key concerns in relational leadership theories, contrasting them with current work in the public leadership research domain and offering suggestions to close the gap. It highlights public leadership scholarship's competitive advantage to contribute to theorizing about leadership, given the importance of context for building contemporary theories of relational leadership.     

Cherry‐picking participation: Explaining the fate of proposals from participatory processes

What happens to the proposals generated by participatory processes? One of the key aspects of participatory processes that has been the subject of rare systematic analysis and comparison is the fate of their outputs: their policy proposals. Which specific factors explain whether these proposals are accepted, rejected or transformed by public authorities? In this article contextual and proposal‐related factors are identified that are likely to affect the prospect of proposals being implemented. The explanatory power of these factors are tested through multilevel analysis on a diverse set of 571 policy proposals. The findings offer evidence that both contextual and proposal‐related variables are important. The design of participatory processes affects the degree of implementation, with participatory budgeting and higher quality processes being particularly effective. Most significant for explaining outcomes are proposal‐level, economic and political factors: a proposal's cost, the extent to which it challenges existing policy and the degree of support it has within the municipality all strongly affect the chance of implementation.     

Management of Australian Water Utilities: The Significance of Transactional and Transformational Leadership

What organisational factor has the most significant impact on the management of water utilities? This article seeks the views of middle managers in several water utilities across four Australian states to address this question. It also examines their views of leadership in their organisation. It draws upon Bass's full‐range leadership theory to examine their views on three models of leadership: transactional leadership, transformational leadership, and a combination of both transactional and transformational leadership. The respondents identify leadership as the most critical enabling factor for the effective management of water utilities. They believe that effective leadership requires a mix of transactional and transformational leadership skills. They state that their supervisor's leadership skills are below their expectation of an effective leader. These leadership issues are discussed in the article.     

Public Wi‐Fi provision by Australian local government authorities

Investment by Australian local government authorities (LGAs) in public Wi‐Fi (PWF) provision has grown substantially in recent years. PWF represents the first significant venture of LGAs into telecommunications, a field of national jurisdiction, and thus is a precursor of wider local investment in digital communication technologies, particularly the Internet of Things and other ‘smart city’ infrastructure. However, there has been little published analysis of PWF provision and use in Australia. This knowledge gap limits understanding of the rationales, business models, and uses and impact of investment in these networks and offers little guidance for local authorities and communities contemplating wider ventures in the field of digital networks. This article draws on a national survey of PWF provision by LGAs, together with interview data and critical analysis of policy and institutional settings, to present an overview of local PWF provision in Australia. The analysis highlights some familiar problems associated with LGA infrastructure investment and service delivery, as well as some novel challenges posed for local managers by digital communication networks. Following an empirical mapping of PWF provision in Australia, we explore three significant themes that our research in this field highlights: accountability and transparency, competence in the field of information and communication technologies (ICT) and evaluation.     

Taking a Closer Look at the Empowerment‐Performance Relationship: Evidence from Law Enforcement Organizations

This article examines the influence of empowering leadership practices on police officers' job performance, perceptions of managerial effectiveness, and unit performance. These relationships are examined using multisource survey data collected from 100 law enforcement managers, 446 of their subordinates, and 98 of their direct supervisors. The analysis shows that empowering leadership contributes positively to subordinate officers' job performance and unit effectiveness. Empowering leadership is also positively associated with subordinate but not with supervisor ratings of managerial effectiveness. Task‐oriented leadership, however, is positively associated with both subordinate and supervisor ratings of managerial effectiveness. Implications of these results for managerial leadership in law enforcement organizations are discussed.     

The Future of Leadership in Public Universities: Is Shared Leadership the Answer?

Leadership of public universities has come under fire—from scandals, from funding, from students, from every direction. Top‐down leadership of institutions of higher education has been described as a “disease.” Shared governance—a mechanism of faculty representation in the leadership and decision‐making processes—a seeming alternative, has been described as “a recipe for paralysis.” In this article, the authors proffer shared leadership as a potential elixir for leading public institutions of higher learning, unleashing creative potential, focusing on pressing strategic imperatives, and enabling sustainable systems that leverage true talent to maximum effect. It is time to move beyond the moribund myth of top‐down heroic leadership and beyond the bureaucratic, political quagmire of the current state of affairs in shared governance. Is shared leadership the answer?      

Putting the Public Back into Governance: The Challenges of Citizen Participation and Its Future

The past two decades have seen a proliferation of large‐ and small‐scale experiments in participatory governance. This article takes stock of claims about the potential of citizen participation to advance three values of democratic governance: effectiveness, legitimacy, and social justice. Increasing constraints on the public sector in many societies, combined with increasing demand for individual engagement and the affordances of digital technology, have paved the way for participatory innovations aimed at effective governance. Deepening legitimation deficits of representative government create opportunities for legitimacy‐enhancing forms of citizen participation, but so far, the effect of participation on legitimacy is unclear. Efforts to increase social justice through citizen participation face the greatest obstacles. The article concludes by highlighting three challenges to creating successful participatory governance: the absence of systematic leadership, the lack of popular or elite consensus on the place of direct citizen participation, and the limited scope and powers of participatory innovations.     

Evidence‐Based Policy‐Making: The Elusive Search for Rational Public Administration

Evidence‐based policy making has been criticised as a revival of the ‘rationality project’ in which democratic politics is regarded as rent‐seeking and a deadweight loss to society. In response, the evidence‐based policy movement has failed to articulate a defence in which the rationality animating the policy process is situational and contextual rather than unique and authoritative. This article traces the movement's motto –‘what works?’– to the American pragmatist movement, whose influence on Harold Lasswell and New Labour in the UK was substantial. This article argues that the ambition for evidence‐based policy‐making should be seen in terms of the transition from a single, unique and universal rationality toward multiple rationalities that vary according to different policy making contexts. Interpreted in such terms, evidence‐based policy making can avoid several of the main criticisms, and offer strong potential to contribute to solving policy problems.     

Managing the Entanglement: Complexity Leadership in Public Sector Systems

Complexity in public sector systems requires leaders to balance the administrative practices necessary to be aligned and efficient in the management of routine challenges and the adaptive practices required to respond to dynamic circumstances. Conventional notions of leadership in the field of public administration do not fully explain the role of leadership in balancing the entanglement of formal, top‐down, administrative functions and informal, emergent, adaptive functions within public sector settings with different levels of complexity. Drawing on and extending existing complexity leadership constructs, this article explores how leadership is enacted over the duration of six urban regeneration projects representing high, medium, and low levels of project complexity. The article suggests that greater attention needs to be paid to the tensions inherent in enabling leadership if actors are to cope with the complex, collaborative, cross‐boundary, adaptive work in which they are increasingly engaged.     

Workplace and Non‐workplace Pro‐environmental Behaviors: Empirical Evidence from Florida City Governments

Public employees are expected to be good stewards of public resources and engage in pro‐environmental behaviors (PEBs). Using different categorizations of PEBs, this article examines whether public employees perform these PEBs in workplace and non‐workplace settings. The article further investigates how PEBs are influenced by salient characteristics of public organizations—that is, public service motivation (PSM) and civic participation categorized as civic engagement and cognitive engagement. Data were collected through a survey of public employees in two city governments in Florida. A structural equation model was employed to test the proposed model. Findings indicate that PSM has a positive influence on workplace PEBs and similar PEBs in the non‐workplace settings. Civic engagement has a positive influence on both workplace and non‐workplace PEBs. Barriers significantly moderate the effects of PSM and cognitive engagement on workplace and non‐workplace PEBs.     

Neo‐patrimonialism and Corruption: Evidence from 8,436 Firms in 17 Countries in Sub‐Saharan Africa

This article introduces four innovations to the literature on administrative corruption. First, it employs a neo‐patrimonialism framework by addressing measurement, identification, and endogeneity issues that beset the literature. Second, unlike cross‐country studies, it uses firms as the unit of analysis. Third, unlike the conventional literature, the article uses large‐n (n = 8,436) panel survey data of key informants in 17 countries in sub‐Saharan Africa. Finally, unlike the conventional literature, the article focuses on a particular type of corruption: the supply and demand for bribery. The authors find that the uncertainty associated with neo‐patrimonialism has a strong, positive, and significant effect on the propensity of civil servants to demand bribes in exchange for services and for firms to supply bribes in exchange for winning government contracts. The results are robust to controls on the characteristics of firms and their regulatory environments. The article concludes with implications for research and practice.     

International Organizations ICTs Policies: E‐Democracy and E‐Government for Political Development

New technologies provide new channels of access to political information and participation in decision‐making processes. This assumption is clearly important in the action plans and policies of International Organizations (World Bank, Organisation for Economic Co‐operation and Development, United Nations), which have assumed a leadership role in the reform of political institutions. Starting from an analysis of the reasons that have brought the state and processes of institution building back into focus, this paper will reconstruct the International Organizations' vision of the transformative potential of new information technologies and their activity in this field. Particular attention will be devoted to e‐democracy and e‐government as policies to build democracy in developing countries.     

Three Lenses of Evidence‐Based Policy

This article discusses recent trends to incorporate the results of systematic research (or ‘evidence’) into policy development, program evaluation and program improvement. This process is consistent with the New Public Management (NPM) emphasis on efficiency and effectiveness. Analysis of evidence helps to answer the questions ‘what works? and ‘what happens if we change these settings?’ Secondly, some of the well known challenges and limitations for ‘evidence‐based’ policy are outlined. Policy decisions emerge from politics, judgement and debate, rather than being deduced from empirical analysis. Policy debate and analysis involves an interplay between facts, norms and desired actions, in which ‘evidence’ is diverse and contestable. Thirdly, the article outlines a distinction between technical and negotiated approaches to problem‐solving. The latter is a prominent feature of policy domains rich in ‘network’ approaches, partnering and community engagement. Networks and partnerships bring to the negotiation table a diversity of stakeholder ‘evidence’, ie, relevant information, interpretations and priorities. Finally, it is suggested that three types of evidence/perspective are especially relevant in the modern era – systematic (‘scientific’) research, program management experience (‘practice’), and political judgement. What works for program clients is intrinsically connected to what works for managers and for political leaders. Thus, the practical craft of policy development and adjustment involves ‘weaving’ strands of information and values as seen through the lens of these three key stakeholder groups. There is not one evidence‐base but several bases. These disparate bodies of knowledge become multiple sets of evidence that inform and influence policy rather than determine it.