Performance Management for Learning,Reform, and Change: A Review of Three Recent Books

A review essay of Performance Management in the Public Sector, by Wouter Van Dooren, Geert Bouckaert, and John Halligan; Government Performance and Results: An Evaluation of GPRA’s First Decade, by Jerry Ellig, Maurice McTigue, and Henry Wray; and The PerformanceStat Potential: A leadership strategy for producing results, by Robert D. Behn.     

Catering to Organizational Needs in Ethics Management: The Case of the European Commission

This article examines the ethical challenges encountered by European Commission officials in their day-to-day work. Based on an intra-organizational comparison between three Directorate Generals (DGs), the analysis reveals that ethical questions differ in these settings, depending on the type of external actors employees engage with. This internal heterogeneity makes the European Commission an interesting (unusual) case, which highlights the challenges of practising ethics management in a way that is truly responsive to organizational needs. The policy solution implemented by the Commission as a response—the appointment of “ethics correspondents” at DG level—has been only moderately successful.     

Terror Politics and Medicine: The Role of Leadership

The ongoing intensive wave of terror assaults against Israel is already approaching its fourth year. The endurance of the Israeli population to this hardship can be attributed, to a certain extent, to proficient leadership. Directing a tertiary university hospital, such as Hadassah, throughout this dire period has required distinctive leadership capabilities. Problems such as staff management during crisis, security, provision of information to the public and media, coping with the clinical routine, teaching and research activities and handling the economic burden, were all aspects of hospital administration that had to be taken care of. We believe that the core issue of medical management in time of terror attacks is establishing the right balance between the specific and peacetime routine. The measures taken to deal with these difficulties can serve as a model of contingency management in the field of medicine as well as other areas.‐     

Collaborative Crisis Management and Leadership in the Public Sector

The goal of this article is to discover how leadership competencies affect the perceived effectiveness of crisis management. The study, based on a self-reported survey of executive public leaders in Turkey, found that the core leadership competencies have a positive relationship with the effectiveness of crisis management. Among task–oriented, people–oriented, and organization-oriented categories of leadership behaviors, task-oriented leadership behaviors were found with the highest level of impact on the effectiveness of crisis management. The study demonstrated the importance of the core leadership competencies in the effectiveness of crisis leadership. The hypothesis testing with the covariance structure model supported the positive impact of the core leadership competencies on the effectiveness of crisis management. This study contributes to the literature on leadership during crisis situations, and also provides proposals for public managers and practitioners to increase their effectiveness in leading their organizations during crises.     

The Impact of New Public Management Reforms on Public Servants' Ethics: Towards a Theory

Recent years have witnessed an increasing concern about the impact of New Public Management (NPM) reforms on public servants' ethics. The academic literature about this topic is still characterized by considerable confusion and the article proposes a falsifiable theory as a way out of this. Specifically, it demonstrates that, when all the claims in the literature are translated into the proposed conceptual framework, they amount to an integrated set of propositions (that is, a theory) about the causal relationship between organizational processes (as changed by NPM-reforms) and public servants' ethics. Such an integrated theory is possible because, although the normative positions taken by the authors are clearly rival ones, their empirical claims are complementary. With the diverse claims thus integrated into one theory, the article provides a basis for empirical research and for the NPM-ethics debate to proceed in a more explicit and systematic way.     

Beowulf: The Heroic,The Monstrous,and Anglo-Saxon Concepts of Leadership

Abstract

The poem Beowulf highlights the leader's heroic role, and is one of the premier examples of literature as a form of leadership instruction. The heroic ideal is one in which leaders are defined by their ability to live in harmony with both the laws and noble norms of society, to overcome opposition, and to demonstrate the acquisition of virtue by the way the live. They are readily recognized as a contrast to the evils they oppose. At the same time, heroic leaders are exemplars for their followers, and receive much of their power by personifying the virtues to which both they and their followers are committed. Leadership thus unfolds in a net of shared expectations, well-defined and noble ideals, and demonstrated accomplishments. In this, the medieval and Anglo-Saxon ideals are wondrously modern.     

Leadership in ASEAN: The Role of Indonesia Reconsidered

This paper examines the complexity and multidimensional features of leadership and provides understanding of leadership in ASEAN integration. It highlights the significant roles of leadership in the integrating Southeast Asia and contradicts its common belief of invisible leadership. It highlights the role and the importance of Indonesia in the development of ASEAN as a main factor that can determine ASEAN's survival and success. Moreover, it insists that ASEAN is literally subject to structural powers, derived from material and resource capacity, in which leadership is highly attached to a leader's charisma. Finally, the paper proposes that the benevolent roles of Indonesia with strong emphasis on soft power are a key element of success.     

Leadership in Urban Governance: The Mayor of London

This article discusses leadership in urban governance by examining the Mayor of London. It uses a conceptual framework of four elements: the external environment to local leadership; the institutional arrangements in which leaders operate; the local environment; and the personal characteristics of leaders. It is argued that the Mayor of London is 'strong' within the Greater London Authority, but 'weak' in formal terms in the governance of London. In order to be effective in London governance, the Mayor needs to facilitate the co-operation of others in order to wield power. The area of negotiation of the leadership of the Mayor of London is broad and takes place between the Mayor and the organisations which form the governance of London.     

A Modernization Myth: Public Management Reform and Leadership Behavior in the Irish Public Service

To assess whether public service modernisation in Ireland is a ‘useful myth’, we examine aggregate indicators of leadership behaviours and the interview responses of recognised ‘change agents’ to assess whether there is a gap between the rhetoric and reality of follower engagement in pursuit of a transformative vision that official rhetoric highlights as a potentiality in this sector. The persistence of such a gap can be explained in terms of the usefulness of this potentiality myth in legitimising the leading role top-level public servants play in reform processes in this country although this may have declined during the current recession.     

The Process Is the Message: The IMF Leadership and Global Governance

The further we get from the crisis moment of the global financial meltdown in 2008–2009, the weaker the momentum to establish an effective system of global governance. Gordon Brown, the former prime minister of Great Britain who hosted the most successful G‐20 conclave in London at the apex of the crisis, laments the complacency that has taken over. With the scandalous departure of Dominique Strauss‐Kahn as head of the International Monetary Fund, a global debate has opened up over whether the emerging economies should have a greater voice in that institution. Nobel laureate Michael Spence comments.     

Local Political Leadership: The Art of Circulating Political Capital

In this article, local political leadership is modelled as circulation of political capital. Based on intensive case studies of the political leadership performance of four mayors in Denmark, this article asks why the concept of political capital, introduced to local government studies in 1961 by Banfield, has in many ways sunk into oblivion. This article resuscitates the concept of political capital, using it to generate a general theory of local political leadership. In this framework, the crucial component of effective leadership is the mayor's ability, within a given institutional framework, to circulate (earn and spend) political capital. Effective leadership occurs when the leader continuously invests his or her political capital in ways which yield the greatest return. Clarence N. Stone's distinction between ‘power over’ and ‘power to’ is central to the model. Mayors performing what James H. Svara has labelled ‘facilitative leadership’ can in some cases accumulate substantial amounts of political capital.     

Ethics in leadership: The case of local politicians

The mainstream literature on leadership has little to say about the role of ethics. Equally, much of this literature is concerned with the private sector and with managerial leadership. This paper addresses both these gaps, by reporting on the development of a scale for measuring ethical values in local political leadership, the public service values scale. This is one section of a larger instrument for assessing the skills of local political leaders: the Warwick Political Leadership Questionnaire. The paper reports on the use of this instrument in a 360 degree format, following piloting of a self assessment version. The responses of 19 elected members and 241 feedback givers are analysed. These data offer support for the validity and reliability of the public service values scale. The paper concludes with a research agenda, offering suggestions for how this scale can be applied to researching ethics in leadership.     

The Gx Global Governance:China Faces G20 Leadership

<正>The Enlarging Gx Leadership Since the2005G7/8summit at Gleneagles,China's leader and the leaders of the other G5 countries-China,India,Brazil,South Africa     

How to Make the Mix Matter: A Case Study of Post-Transformational Leadership in Hybrid Public Management

The purpose of this article is to explain how public managers can influence the mix of institutional logics in a process of organizational change. To do this, the concept of post-transformational leadership is related to institutional logics. The article is based on a case study of the Danish Crime Prevention Council. The study shows how post-transformative leaders are urged to move from strategies of collaboration to strategies of manipulation, hypocrisy, and the hijacking of institutional logics.