Integrated leadership system in the Australian Public Service

On 16 July 2004 the Australian Public Service Commission launched a new approach to leadership capability development for the public service. This approach, the Integrated Leadership System (ILS), is described as innovative and unique by the four speakers who make up this presentation—including Andrew Podger (AO), Public Service Commissioner, Jane Halton, Secretary of Health and Ageing, Anne Simic, Head of People, Qantas, and Dr Peter Shergold, Head of the Public Service and Secretary of the Department of Prime Minister and Cabinet.     

Engaging Frontline Workers in Times of Organizational Change

In "Beyond Cognition: Affective Leadership and Emotional Labor," Professors Newman, Guy, and Mastracci further the discussion of contemporary leadership by exploring leadership transitions in public agencies that serve vulnerable populations, such as the abused elder, the neglected child, or the court-involved teenager.     

Water Policy in a Time of Climate Change: Coping with Complexity

The unpredictable impacts of climate change, combined with significant social and economic changes, mean that policy analysis is becoming inordinately more complex. Coping with this increasing complexity while engaging with a full range of stakeholders and the community requires a new approach to leadership and governance. Water planners (and others involved in the planning processes) need new skills in active listening and constructive cultural behavior, and all agencies need to recognize that thinking and acting only in the interests of their own silo of responsibilities will inevitably produce suboptimal outcomes. Leadership focused on constructive behavior that recognizes and rewards generosity of spirit across disciplines and between organizations is the foundation of this new approach.     

Rethinking Leadership for the Public Sector

Leadership and management are best thought of as a matter of competencies. Or are they? The paper challenges the current orthodoxy in Australia on this question, and suggests that leadership and management need to be regarded as reflecting opposing values. The paper also distinguishes between charismatic and collective forms of leadership, and proposes the latter as likely to be of greater value in a public sector context. A challenge for public sector organisations is how to strike and maintain a suitable balance between management for ongoing operations and leadership for deep–reaching change. Strategies for developing collective leadership capability are suggested.     

The Changing Finnish Democracy: Stronger Parliamentary Accountability, Coalescing Political Parties and Weaker External Constraints

Examining constitutional and political developments since the Second World War, this article shows that Finland has moved from a system dominated by the president toward a normal parliamentary democracy. Government formation is now based on partisan negotiations and the president is almost completely excluded from the policy process in domestic matters. The chain of delegation from the voters to the civil servants is thus now simpler than before and subject to fewer external constraints. In fact, Finland is probably the only West European country where parliamentary democracy has become less constrained since the 1980s. Leadership by presidents has effectively been replaced with leadership by strong majority governments, which have ruled, without much effective opposition, since the early 1980s. The stronger role of parties in shaping public policy stands in contrast to the weakening of the parties among the electorate. The ability of political parties to effectively align preferences is increasingly in doubt, as indicated by the transforming cleavage structure, lower turnout and declining party membership.     

领导学课程教学模式改革的方案研究

领导学课程作为高校行政管理专业的一门专业基础理论课,从其课程教学情况来看还主要偏重于对学生的理论教学,忽视了对学生领导活动实践能力方面的培养。进行领导学课程教学模式改革,首先应理清该课程教学模式改革的思路,在此基础上,展开具体的领导学课程教学模式改革方案,从理论学习和实践环节两方面来提高学生的领导实践能力,这其中既需要师生间进行良好的配合,也需要高校对领导学这门课程的教学模式改革给予大力支持。     

Political leadership and European integration: The case of Jacques Delors

European Community politics created new opportunities for political leadership. Leadership of the integration process was provided first and foremost by national political leaders, with the EC's supranational institution — the Commission — playing a supporting role. Jacques Delors was the first Commission president (1985–1995) significantly to redefine his role, and consequently to create a model for European, supranational political leadership. Analysing Jacques Delors’ discourse provides us with a methodological tool for understanding how he politicised the leadership role of the Commission, and to what effect.     

What Determines Ethical Behavior in Public Organizations: Is It Rules or Leadership?

Leadership is widely seen as having an important role in fostering ethical conduct in organizations, but the ways in which the actions of leaders intersect with formal ethics regulation in shaping conduct have been little researched. This article examines this issue through a qualitative study of the operation of the “ethical framework” for English local government, which entailed all councils adopting a code of conduct to regulate the behavior of local politicians. Studying local government provides an opportunity to examine how personal and managerial factors combine to influence ethical conduct and to analyze the ways in which ethical leadership is exercised through multiple people in leadership roles (politicians and managers). The article finds that organizations that exhibit consistently good conduct have multiple leaders who demonstrate good conduct but also act to preempt the escalation of problems and thereby minimize the explicit use of ethics regulation.     

The Impact of Management Capacity on Government Innovation in Korea: An Empirical Study

ABSTRACT

A common assertion within public management is that management capacity drives policy outcomes. This study tests that argument, focusing on an important policy outcome—innovation. Data were drawn from the Korean government to examine the impact of government's management capacity for the adoption and implementation of innovation. The results confirm that both managerial behaviors and structures are drivers of government innovation. The adoption and implementation of innovative projects require full-scale management capacity, encompassing innovative leadership, a quality workforce, appropriate structures/systems, and the ability to manage external influences. These results suggest that public management capacity drives innovation in government by changing managerial behaviors and structures. Implications of these results for managing government innovation are discussed.     

Is Leadership in the Eye of the Beholder? A Study of Intended and Perceived Leadership Practices and Organizational Performance

Leadership is a matter of both intentions and perceptions, which do not necessarily always match. Because employees’ motivation and commitment are only affected by leadership if they notice it, employee‐perceived leadership is expected to have a stronger correlation with organizational performance than leader‐intended leadership. This expectation is tested for transformational and transactional leadership, as both types of practices are expected to increase performance. Using a sample of 1,621 teachers and 79 Danish high school principals, the authors find that leader‐intended and employee‐perceived transformational and transactional leadership are only weakly correlated and that only employee‐perceived leadership practices (both transformational and transactional) are significantly related to objectively measured school performance. The results show that it is important to distinguish between intended and perceived leadership and that leaders should be aware of how their practices are perceived.     

Local political leaders and context awareness: identifying perceptions of autonomy and efficacy

Leadership theories fail to explain how leaders acquire and interpret context. This article claims that political leadership styles articulate a choice of action that results from the leader's discerned possibilities to act. In order to explore these interpreted contextual determinants of leadership styles and the degree to which “possibility” has an influence over them, our research used a multiple case study design, with extensive interviews. Focusing on context awareness as a way of unveiling style determinants, I claim that it will produce different effects on leadership styles as a consequence of the leader's sense of autonomy and of political efficacy.     

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?      

FEDERAL POLICY IN LOCAL CONTEXT:PUZZLING THROUGH THE POLITICAL ECONOMY OF PARADIGMATIC POLICY REFORM

Although comprehensive reform programs (CRPs) have been influenced by theories of government failure, they pose some puzzles for these theorists. My purpose is to address puzzles that relate to observed characteristics of the timing, radicalism, implementation, rhetoric and democratic consequences of reforms. The long period of paradigm stability which typically precede them is explained in terms of the institutional and political risks associated with radical policy reform while the reforms themselves are explained in terms of factors that generated opportunities for new sources of policy leadership. This leadership was collectively supplied by a network that sought to break the hold of a fragmented structure of policy communities over the policy process.     

Full Range Leadership Styles and Government IT Team Performance: The Critical Roles of Follower and Team Competence

Abstract

In this study, we explore how leadership affects team performance from a team and follower competence perspective. We base our study on the Full Range Leadership (FRL) model, which proposes three different leadership styles: passive/avoidant, transactional, and transformational. The FRL has been well-studied outside the public administration environment, but rarely considering the three leadership styles simultaneously, or with team level outcomes. We propose a sequential mediation model in which leadership styles relate to follower competencies, which in turn relate to team competence, and then team performance. Our research design is distinctive in that we study all three FRL styles simultaneously, examine team performance as opposed to individual performance, and utilize data from three levels of a municipal government IT department. We found that transformational leadership was directly and indirectly related to team performance in the expected positive directions. Transactional leadership was mostly ineffective, while passive/avoidant leadership had complicated relationships with team performance that were both positive (direct) and negative (indirect through competence). We conclude that the three FRL styles have varying degrees of effectiveness as direct and indirect predictors of team performance. We discuss the implications of our results for leadership of public administration organizations.     

Measuring the Impact of Community Engagement on Policy Making in the UK: A Local Case Study

Innovative attempts to involve citizens in policy making have been one of the defining features of the New Labour government in the UK. In this article, we examine the nature and impact of community engagement mechanisms within the flagship regeneration programme—the New Deal for Communities. Through interviews with practitioners, analysis of survey data and participant observation of governance boards we examine the methods and impact of initiatives to engage residents in policy making. While it is apparent that innovative strategies have been put in place to engage and empower communities in local policy making, this has not always been matched by the development of tools for measuring the impact of involvement or for scrutinizing the policy development and decision-making process. More people may have got involved, but little is known about precisely what effect their involvement has had upon policies at the local level. Consultation, or just publicizing what is happening and community involvement in decision-making are often conflated, and there is only a limited attempt to delineate and quantify the impact of each. It is also evident that information gathered as a result of some community engagement initiatives is not easily linked to policy development and is not always utilized in the policy process. For community involvement to become a meaningful and sustainable aspect of local policy making, an appropriate infrastructure needs to be developed to ensure that the decision-making process is transparent and accountable, and that the input from citizens genuinely informs decision-making.     

Making the Harder Yards: Environmental Policy Integration in Australia

Solutions to environmental problems such as climate change, biodiversity loss, and land and water resource degradation require long term integration of economic, social and environmental policies. This poses challenges to specialised, hierarchical public administration systems. The study reported here examined strategies, structures and processes to enable environmental policy integration in six Australian states and territories, and some federal arrangements. The study found that the most prominent success factors, barriers and gaps that affect environmental policy integration relate to leadership, long term embedding of environmental policy integration and implementation capacity. Factors deserving further research and policy attention include leadership, cultural change and capacity building; embedding sustainability in structures and processes; development of a long term evidence based approach; strengthening decentralised implementation arrangements; and evaluation of policy integration initiatives.     

„Politische Führung“ als politikwissenschaftliches Problem

‘Political leadership’ is one of the classic subjects of political science research on an international scale. Recently, in modern western democracies, ‘leadership’ has gained additional importance as a political function to evaluate governments and political leaders and is seen as rather independent of the policy dimension of leadership. Despite this increased relevance of ‘political leadership’, it has remained among the most neglected major issues in political science, particularly within research in the German-speaking world. This article discusses a wide range of recent approaches to studying ‘political leadership’. It then argues in favour of an ‘interactionist’ approach which takes into account both of the crucial empirical variables which influence the leadership process, the institutional, societal, and personal factors as well as political circumstances, and the normative expectations towards political leadership in modern established democracies.     

新时期大学生科技创新精神和创新能力的培养

21世纪国际竞争日益激化,其本质就是创新型人才的竞争。创新教育是创新型人才培养的前提,而高等教育在创新型人才的培养中起着至关重要的作用,必须要从创意性的课堂教学、结合创业教育开展创新教育、依托大学科技园进行大学生科技创新素质的培养等途径,充分发挥高校对大学生科技创新精神和创新能力的培养作用。     

Competition ruins the good life

Abstract. Leadership practices in political parties reflect the necessity of delegation as well as the desire by the rank-and-file to control their leaders. Norwegian political parties have traditionally divided their leadership functions between two or even three offices, whose powers have varied between as well as within parties. Non-socialist parties have vested more power in their parliamentary leaders, and socialist parties more in their organizational chairs. The electoral process is in principle open, but contested elections have traditionally been rare. In recent years, however, contested elections have become more common, parliamentary leaders have lost much of their autonomy, and leadership tenure, at least in some parties, has gone down. Heightened electoral competitiveness seems to be driving many of these changes.     

Political Myths in Climate Leadership: The Case of Danish Climate and Energy Pioneership

Climate leadership is important for the transition to a low‐carbon economy, where some countries are seen as leaders because of their ambitious climate and energy policies. Climate leadership is dynamic and evolves over time to become a political myth, however, which governments use in their policy strategies. Changes in governments lead to new climate and energy strategies that affect the respective countries' leadership positions. This article links the growing literature on environmental/climate leadership and the political myth literature. Specifically, it draws on the environmental/climate leadership framework to analyse the connection between political myths and the climate and energy policy strategies of governments to understand how the changing interpretation of the political myth influences leadership. The article uses Denmark as a case study because of the consensus in the literature on it being a climate and energy policy pioneer. This article analyses how Danish governments interpret the political myth of Danish climate and energy pioneership and how their policies influence the Danish leadership position, concluding that whilst the continued reinterpretations of the political myth of leadership do not always reflect the original myth, the myth remains important for government claims to leadership.