PERFORMING AUTHORITY: DISCURSIVE POLITICS AFTER THE ASSASSINATION OF THEO VAN GOGH

In November 2004, the assassination of the filmmaker Theo van Gogh in Amsterdam by an Islamic extremist shocked The Netherlands. Critics of multiculturalism quickly linked the murder to the perceived failure of ‘soft’ integration policies and questioned the authority and legitimacy of Amsterdam’s political leadership. This article studies the response of political leaders to those challenges from a performative perspective. Analysing governance as performance illuminates the importance of actively enacting political leadership in non‐parliamentary settings such as talk shows, mosques and other religious meeting places, and improvised mass meetings in times of crisis. The authors distinguish different discursive means of performing authority, make suggestions for dealing with crisis events in ethnically and culturally diverse cities and draw some lessons from this approach as well as for methods of studying public administration.     

LEADING REFORM AMIDST TRANSBOUNDARY CRISES: LESSONS FROM GREECE

Applying a leadership–task perspective within the context of the Greek sovereign debt crisis (2009–12), the study finds that the imperatives of short‐term crisis management conflict with the ability of Greek leaders to effectively implement long‐term reforms. Electoral gains, crisis duration, centralized decision‐making, and the degree of external actor involvement explain the choice between credible response and effective recovery. Despite beneficial effects, the activation of external stakeholders ultimately weakens the impetus for reform. The study has implications for political leadership and EU crisis management.     

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.     

Analyzing the Experiences of Female Leaders in Civil Service in Kazakhstan: Trapped between Economic Pressure to Earn and Traditional Family Role Expectations

This paper analyzes the experiences of female leaders in civil service in a rapidly changing political, socio-cultural, and economic context of Kazakhstan. The research presents an analysis of the views of female managers on advantages and disadvantages of having women-leaders in civil service; on challenges and opportunities they are facing; on strategies they use to advance to and succeed in leadership positions. The important finding of this research is that female leaders in Kazakhstan are challenged with a clash of western, neo-liberal values and traditional expectations of women in the society. The analysis is based on primary data with women holding managerial positions in civil service.     

INSTITUTIONAL AND POLITICAL LEADERSHIP DIMENSIONS OF CASCADING ECOLOGICAL CRISES

While some of the future impacts of global environmental change such as some aspects of climate change can be projected and prepared for in advance, other effects are likely to surface as surprises – that is situations in which the behaviour in a system, or across systems, differs qualitatively from expectations. Here we analyse a set of institutional and political leadership challenges posed by ‘cascading’ ecological crises: abrupt ecological changes that propagate into societal crises that move through systems and spatial scales. We illustrate their underlying social and ecological drivers, and a range of institutional and political leadership challenges, which have been insufficiently elaborated by either crisis management researchers or institutional scholars. We conclude that even though these sorts of crises have parallels to other contingencies, there are a number of major differences resulting from the combination of a lack of early warnings, abrupt ecological change, and the mismatch between decision‐making capabilities and the cross‐scale dynamics of social‐ecological change.     

Political leadership and ‘non-traditional’ development cooperation

This article explores the relationships between (so-called) ‘non-traditional’ development cooperation (NTDC) and political leadership. Using the case studies of Brazil and South Korea, we propose that certain emblematic elements of NTDC discourse and practice can act to influence the relationship with political leaders in particular ways. These are (a) elevated language of affect, (b) interleaving of personal biographies with the developmental trajectories of states, (c) the use of NTDC to legitimise domestic policies and promote domestic political leadership, (d) the prominence of presidential diplomacy and (e) the challenges confronting rapidly expanding domestic development cooperation institutions and systems.     

Swimming against the Tide: How Disaster Agencies Build Political Resilience

Despite the pressure on politicians to show leadership in times of disaster, many struggle with the extreme leadership challenges imposed by a calamity that is quickly consuming life and property. Drawing on data from elite interviews with senior personnel from disaster agencies in eight countries, we find that emergency managers want to engage with political actors well before a disaster strikes. This is critical to educate the political actor about disaster management, leadership, and communication, and to generate support for resources and funding. The challenge is to place disasters on the agenda of political actors ahead of all-consuming, day-to-day issues.     

The Impact of Political Leadership on Organisational Performance: Evidence from English Urban Government

Many commentators view the political management reforms of English local government with some scepticism, raising concerns about the desirability of stronger leadership and the efficacy of institutional reform in encouraging stronger leadership. Using data from a five-year evaluation of the impact of the Local Government Act 2000, this paper reports evidence suggesting that institutional variation does influence the way that organisations operate and can have a positive impact on their performance, though the results are mixed with the internal decision-making elements showing most difference, whilst there is less evidence of effects in relation to partnership working and engagement with the public. In hung and balanced authorities an internal focus on managing coalitions and party competitors is judged to impede the role of leaders in partnership working. In the concluding section, the paper develops the concept of facilitative leadership, which will continue to influence reform of local government and the practice of political leadership in local government. Policy-makers, by giving leaders the right mix of resources and incentives, can improve the effectiveness of urban political leadership and encourage the trend towards facilitative leadership.     

Federal Employees’ Job Satisfaction: Does Transformational Leadership Matter? The Case of the U.S. Department of Veterans Affairs

Morale among U.S. federal employees has increased but remains low compared to the private sector and in certain agencies, including the Department of Veterans Affairs (VA), which has experienced scandal and management challenges, including a crisis of leadership. Using data from the 2015 Federal Employee Viewpoint Survey, this article examines the influence of transformational leadership (TFL) on job satisfaction/commitment among VA employees. Regression analysis reveals a positive association between satisfaction/commitment and each of the four TFL dimensions, controlling for the other dimensions and sociodemographic characteristics. Employees who perceive leaders as fostering creativity, empowerment, trust/respect, and clear goals/expectations are more satisfied/committed.     

New media and governance in conflict

The role of new media in shaping the interactions of formal and informal leaders with their audiences is frequently misunderstood and often narrowly focussed on electoral processes and political competition. By weaving together strands of scholarship on political communication and political settlement while engaging with concepts of hybrid governance and leadership more prevalent in the African studies literature, this article takes a different, wider focus. We attempt to knit a framework that challenges normative assumptions on institutional communicative practices and considers the role of power, leadership and communications in both exacerbating and mitigating violent conflict in emerging and consolidating democracies. By bringing together disparate strands of scholarship that are rarely in dialogue, we question a characterisation that contrasts vertical mainstream media with more horizontal and inclusive social media, arguing that a more nuanced view of the political significance of these spaces is required, one that highlights their interplay and blurs the boundaries between online and offline. In doing so, the article places power at the centre of analysis to examine how entrenched relations of patronage can be left unscathed, transformed or even reinforced by networked forms of communication.     

Facilitative Mayors in Complex Environments: Why Political Will Matters

Under certain circumstances the style of leadership of mayors can be the result of their context perceptions and their sense of political autonomy and efficacy. This assessment indicates that the political action of the mayor discloses a particular style of leadership that derives from his/her political will. This article suggests an analysis of political will that intends to explain why local leaders adopt facilitative styles of leadership. In this formulation, the leadership facilitative style is a consequence of the political will to act accordingly, and this is explained by three main determinants: the leaders’ awareness of their complex and networked context, their independent sense of autonomy and their belief about their own political efficacy. Results from case studies, with extensive interviews with mayors, conducted in Portuguese municipalities, will be presented to reinforce and explore these hypotheses and to discuss the feasibility of this framework.     

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.     

Quality of Political Management and the Role of Corruption: A Cross-Country Analysis

Using the Bertelsmann Transformation Political Management Index (PMI, 2008), which measures the role and quality of political leaders, this study empirically investigates the relationship among corruption, economic freedom, and political management, controlling for the underlying socio-economic and cultural factors that shape the success of a country's political leadership. The results suggest that corruption significantly affects the quality of political management and that the effect is dependent on the level of economic freedom.     

Public administration,public leadership and the construction of public value in the age of the algorithm and ‘big data’

Public administration scholarship has to a significant degree neglected technological change. The age of the algorithm and ‘big data’ is throwing up new challenges for public leadership, which are already being confronted by public leaders in different jurisdictions. Algorithms may be perceived as presenting new kinds of ‘wicked problems’ for public authorities. The article offers a tentative overview of the kind of algorithmic challenges facing public leaders in an environment where the discursive context is shaped by corporate technology companies. Public value theory is assessed as an analytical framework to examine how public leaders are seeking to address the ethical and public value issues affecting governance and regulation, drawing on recent UK experience in particular. The article suggests that this is a fruitful area for future research.     

Local Political Leadership and the Modernisation of Local Government

Political leadership has been a key element of central government's attempts to ‘modernise’ local government over the past decade, within a discourse that emphasised ‘strong’ and ‘visible’ leadership and the role of leaders and leadership in driving change within local authorities. In the context of such an approach, and also taking account of academic discourse, this article draws upon interviews with nearly thirty individuals in leadership positions in local authorities in England, Scotland and Wales to assess their experiences of leadership and their views of some aspects of the role and work of councils. It suggests that whilst there is broad convergence between the aspirations of government and the narratives that emerge from these leaders on some aspects of local political leadership, there are also differences, perhaps most notably over the relationship between changes to decision-making structures and the loci of political power.     

What Terrorist Leaders Want: A Content Analysis of Terrorist Propaganda Videos

In recent years, a growing body of empirical research suggests that indiscriminate violence against civilian targets tends to carry substantial political risks compared to more selective violence against military targets. To better understand why terrorist groups sometimes attack politically suboptimal targets, scholars are increasingly adopting a principal-agent framework where the leaders of terrorist groups are understood as principals and lower level members as agents. According to this framework, terrorist leaders are thought to behave as essentially rational political actors, whereas lower level members are believed to harbor stronger non-political incentives for harming civilians, often in defiance of leadership preferences. We test this proposition with an original content analysis of terrorist propaganda videos. Consistent with the principal–agent framework, our analysis demonstrates statistically that terrorist leaders tend to favor significantly less indiscriminate violence than their operatives actually commit, providing unprecedented insight into the incentive structure of terrorist leaders relative to the rank-and-file.     

Public administrators and policy legitimization: Policy analysis,politics and power

This article discusses the factors public administration faculty should incorporate into the curriculum in order to equip students to engage in the policy legitimization process. In order to produce leaders, public administration programs should emphasize the nature of the political system, an understanding of the legitimacy of subgovernments, the importance of coalition building and the psychological factors associated with policy choices.

Integration of policy analysis into the public administration curriculum requires that students be equipped with an in-depth understanding of both the political environment and the political process. This is true because public administrators are deeply involved in the stages of policy development, adoption, and implementation; activities which reach beyond the narrow confines of program management and into the realm of politics. Consequently, public administrators serve in a variety of capacities: as policy advocates, program champions, or as defenders of client interests. It is in these roles that public administrators move into the political arena. Policy analysis activities provide the discipline with the opportunity to move beyond an emphasis on a narrow concern with simply “managing” government and into the realm of policy choice, policy advocacy, political power and the exercise of leadership.

Public administration as a discipline, and teaching faculty in particular, face the challenge of increasing the relevance of the master's degree to policy leadership. Astrid Merget, past president of the National Association of Schools of Public Affairs and Administration, expressed this need for increased emphasis on policy leadership training quite eloquently in 1991:

“Our vision of the holder of a master's degree in our field is that of a leader, not merely a manager or an analyst. But we have not been marketing that vision.”⁽¹⁾

Merget attributes partial responsibility for the low public esteem of government service to the attitudes, teaching, and research activities of public administration faculty who have failed to link the “lofty” activities of government (environmental protection, health care, the promotion of citizen equality) with public administration. Accordingly, the academic standard of “neutrality” governing teaching and research acts as an obstacle to teaching the fundamentals of the goals of public policy. This professional commitment to neutrality places an emphasis on administrative efficiency at the expense of policy advocacy. The need, according to Merget, is to reestablish the linkage between policy formulation and policy management. Such a teaching strategy will enhance the purposefulness of public administration as a career. Failure to do so will relegate public administration programs to the continued production of governmental managers, not administrative leaders.

The integration of policy analysis into the public administration curriculum affords the discipline with the opportunity to focus on policy leadership and escape the limitation associated with an emphasis on program management. Teaching policy analysis skills cannot, and should not, be divorced from the study of politics and the exercise of political power. This is true because politics involves the struggle over the allocation of resources, and public policy is a manifestation of the outcome of that political struggle. Public policy choices reflect, to some degree, the political power of the “winners” and the relative lack of power by “losers.” The study of public policy involves the study of conflict and the exercise of power.

Teaching public administration students about the exercise of power cannot be limited to a discussion of partisan political activities. Public administrators serve in an environment steeped in the exercise of partisan and bureaucratic power.⁽²⁾ It is practitioners of public administration who formulate, modify and implement public policy choices. Such bureaucratic activity is appropriate, provided that it is legitimated by the political system. Legitimacy can be provided to public administrators only by political institutions through the political process.

Teaching public administration students about policy analysis and policy advocacy necessitates an understanding of the complexities associated with the concepts of policy legitimacy and policy legitimization.     

Global political leadership in the twenty-first century: problems and prospects

While issues of political leadership have recently powerfully reclaimed ground in international political science, global political leadership has remained strikingly understudied. This article starts with a reconstruction of the diffusive leadership debate in international relations and eventually arrives at the fundamental distinction between structural leadership, relating to the material power capabilities of an actor, and behavioural leadership which refers to the concrete actions of a possible leader. It then inquires what collective actors – from major states via international organizations to transnational movements – could possibly exert global political leadership (structural, behavioural, or both). Overall, the major states would appear to hold the most favourable position, though their relative superiority in terms of material capabilities alone does not turn them into genuine leaders. The most radical visions, such as global leadership by transnational networks of civil society, are also the most vulnerable empirically. Given their explicit focus on ‘real change’, they correspond however more closely to established notions of genuine leadership than the order- and stability-oriented agendas of most other players.     

Non-Zero-Sum Leadership Games: Is Facilitative Leadership a Win-Win?

According to the concept of facilitative leadership, leaders can strengthen their own leadership by strengthening the other players in the game. However, quantitative empirical evidence that such facilitative leadership processes can lead to win-win situations has been lacking. This article develops a way to detect such non-zero-sum leadership games building on an index constructed to measure political leadership in surveys. The technique is applied to a case study focusing on Regional Mayors in Denmark, and the empirical findings clearly demonstrate that, in this case, the leadership game indeed resembles a non-zero-sum pattern.     

The temporal,social, and responsiveness dilemmas of public personnel administration

Public personnel administration is confronted by three intertwined dilemmas. Responsiveness to political leadership is essential to a democracy. Yet placing responsibility for personnel administration in the hands of political appointees introduces a transcience that is incompatible with a sustained commitment to organizational improvement through applications of the behavioral sciences. Vesting careerists with personnel administration authority is the best way to address the three dilemmas. Doing so will require a rapprochement with political leaders, one that establishes a normative orientation to personnel administration in which responsiveness to policy leadership is asserted along with other essential values associated with public service.