Hungary: Unpicking the Permissive Consensus1

Hungary's was the only referendum on EU membership held in Western or East-Central Europe by the time of the Union's 2004 enlargement in which less than half the electorate participated. The ‘yes’ result was high, reflecting broad pro-accession sentiment but also low participation, a relationship linked to the status of EU membership in the post-communist context. This analysis focuses on explaining the low referendum turnout. It finds that most non-participation was due to longstanding features of Hungarian electoral behaviour and public attitudes to the EU which feature in Szczerbiak and Taggart's model, namely low levels of participation in elections in general and referendums in particular, low contestation of EU membership at elite and mass levels, and a low intensity of EU-related preferences. It also suggests that the kind of anti-government partisanship which in non-post-communist settings might be translated into ‘no’ positions, in the Hungarian case primarily contributed further to abstention.     

Of ‘Strong’ Leadership,Crisis Communication,and Pooper Scoopers: Change in the Queensland Public Service Under Newman

Governments have historically offered their workforce a public service bargain founded on stable pay and conditions and job security. However, while the Westminster system aims for public service employment to be protected from the whims of government, public servants are nonetheless affected by the political environment in which they operate and changes to this bargain can occur with a new government. This paper focuses on a Queensland public service change process that resulted in large‐scale forced redundancies, non‐renewal of temporary contracts, and legislative changes that nullified the provisions in job security, organisational change, and redundancy policies. Using communication as a lens through which to understand leadership, it examines how the government communicated with the public service about this organisational change, immediately before and after the 2012 election. In particular, through analysis of public and media commentary, speeches and Hansard records, it examines Premier Newman's change leadership and communication by contrasting pre‐election messages to the public service with post‐election messages about the public service and the justifications for change during this period of downsizing. This analysis is used to reflect on political leadership, communication, fair treatment, and trust in public service change.     

Public sector leadership‐subordinate ethical diffusion conundrum: perspectives from developing African countries

The interaction between organizational superiors and their subordinates has a practical implication on the entire organizational life cycle in terms of ethical conduct. This study explores how ethics among public leadership could trickle down on the conduct of public employees by using two empirical cases from developing African countries context. Using the attraction–selection–attrition and social learning models, the study assesses how superiors influence street level bureaucrats' interaction with clients or customers. Drawing from existing cases and other secondary data, we propose a leadership‐ethical diffusion model that argues that subordinates' perception and experience of superiors' behavior tend to create a kind of organizational ‘ethical groupthink’, which spans the rank and file of the organization. Copyright © 2015 John Wiley & Sons, Ltd.     

Mid Staffordshire: a Case Study of Failed Governance and Leadership?

The public inquiry chaired by Robert Francis QC into failings of care at the Mid Staffordshire NHS Foundation Trust made 290 recommendations about matters including: standards of patient care in the National Health Service (NHS); organisational culture and leadership; the use of data and information; the need for greater openness; and compassionate and committed nursing. In this paper, we argue that Mid Staffordshire represented a profound failure of governance and leadership. We use findings from a national research study to analyse the response made by the boards and leadership of NHS hospitals to the inquiry recommendations, setting out the repertoire of board roles and behaviours required for the governance of safe and effective care.     

Predicting Political Influence on State Ethics Commissions: Of Course We Are Ethical—Nudge Nudge,Wink Wink

This article explores the ability of elected officials to affect the autonomy of state ethics commissions. The author examines autonomy as a function of the capacity of ethics commissions to control their finances and personnel decisions and how the presence or absence of that capacity affects whether bureaucratic structures can function independently of politics. Using data from the 2011 State Integrity Investigation, the analysis extends previous arguments concerning political actors’ desire to affect ethics commissions. Findings suggest that elected officials use their positions to control the makeup of commission leadership and financial resources, with the goal of decreasing commissions’ ability to act autonomously.     

The effect of trust of a political party as a moderating variable on the leadership towards voters' loyalty

This paper aims to conducting an analysis and research with a view to testing and analyzing the effects of leadership on voter loyalty with political communication, a party's image, and voter satisfaction as the intervening (mediating) variables. This research employing a survey method was conducted in the Special Capital Region of Jakarta precisely in July 2013 until August 2013 where the population consisted of fixed voters in the area of Jakarta which, according to the data from the General Elections Commission of the Special Capital Region of Jakarta (Komisi Pemilihan Umum [KPU] Daerah Khusus Ibukota [DKI] Jakarta), the number of fixed voters in the regional‐head election in 2012 amounted to 6,996,951 people. The sample size was calculated using Slovin's formula with a 5% error level and obtained a sample of 400 respondents selected randomly. The implications of this research is The higher the variable Leadership is, the higher the values of the variables Political Communication and A Party's Image are. Variables A Party's Image and Voter Satisfaction which have a significant and positive influence on Voter Loyalty. Variables Leadership and Political Communication which are not significant on the variable Voter Loyalty (Y4), Moreover, this research also discovers that A Party's Image mediates the influence of Leadership on Voter Loyalty. Loyalty of voters results from a process which is both complex and consists of multiple factors involving the individual voters themselves, the environment, and political parties.     

The situational public engagement model in a municipal watershed protection program: information seeking,information sharing,and the use of organizational and social media

In an extension of the situational theory of publics, we tested a situational engagement model to answer how situational factors affect public engagement via both communication behaviors and the use of social media and organizational media. As part of the evaluation of a collaborative stormwater outreach and education campaign, a campus‐wide survey, assisted by a large public university's public affairs office, was conducted to identify key predictors of public engagement in a watershed protection program. A path analysis for the proposed situation engagement model revealed that problem recognition was the key to predicting both information seeking and sharing. The path analysis also yielded a significant association between communication behaviors and public engagement, mediated by the use of organizational media in seeking information on the issue. Further, the analysis showed a significant direct effect of involvement on engagement. The current study provided a preliminary framework that explains individuals' environmental behaviors in today's participatory and user‐generating media environment. Theoretical and practical implications were discussed. Copyright © 2015 John Wiley & Sons, Ltd.     

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 United States,Japan, and the power to block: the APEC and AMF cases

This paper argues that the evolution of APEC and the rejection of Japan's 1997 AMF proposal reflect a failure of Japanese and US leadership. Not only have the two countries failed to exercise either individual or shared regional leadership. Instead, both have used their considerable structural power negatively to block the other's proposals for regional collective action, rather than positively to exercise leadership. After developing the concepts of leadership and blocking power, the paper provides case studies of the APEC and AMF. It concludes that if a post-hegemonic US no longer has the willingness and/or the ability to undertake collective action single-handedly, and if in a post-Cold War world neither the US nor Japan has sufficient incentives to bridge their differences and sacrifice some interests to achieve a unified stance, then continued stalemate and under-supply of regional collective goods can be expected.     

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.     

A Tale of Two Leaders: Leadership and Cultural Change at the New Zealand Treasury

Differences in the transformational leadership exercised at the New Zealand Treasury (NZT) by two Secretaries – Henry Lang (1969-1973) and Graham Scott (1986-1996) – are related to differences in their paradigmatic situation rather than a shift away from a serial loyalist public service bargain that caused both to direct their leadership initiatives toward developing and maintaining the trust successive finance ministers placed in NZT advisors. Thus while Lang's leadership was directed toward expanding the reporting role of the NZT to the limits of what could be expected under a relatively stable market failure policy paradigm, the subsequent erosion of the authority of this paradigm meant that, under Scott's leadership, the NZT reinvented itself to avoid implication in a failure to contribute to the policy leadership required to advance a coherent reform strategy.     

How Michael Foot Won the Labour Party Leadership

This paper examines the voting motivations of Labour parliamentarians in the final parliamentary ballot of the Labour party leadership election of 1980. By constructing a data set of the voting behaviour of Labour parliamentarians and by determining the ideological disposition of the 1980 parliamentary Labour party (PLP) this paper examines the ideological disposition of the candidates' vis‐à‐vis their electorate, and offers a challenge to traditional interpretations of how and why Foot was elected. The traditional interpretation has sought for explanations as to how a right‐wing dominated PLP elected a left‐wing candidate. Whilst citing the traditional interpretations of the impact of the impending Electoral College, mandatory reselection and the assumed weaknesses of the Healey campaign, this paper argues that there was considerably more left‐wing sentiment within the 1980 PLP in terms of economic management, defence and the Common Market, than previously considered. As such this paper suggests that, taken with the impact of the other factors, the victory of Foot should not be seen as that surprising.     

Lingering environmental pessimism and the role of government in Hong Kong

Based on data from two opinion surveys conducted in 2000 and 2008, this study shows that Hong Kong people have been consistently highly aware of the seriousness of different environmental problems and relatively pessimistic about the future resolution of these problems. Such pessimism is arguably related to their lack of confidence in the government's enforcement of environmental protection. Through an analysis of the environmental policy‐making and enforcement agency and three selected enforcement cases, the study further finds that the people's lack of confidence can be traced to the government's failure to bring about a comprehensive, integrated, far‐sighted environmental strategy with sophisticated institutional support and detailed enforcement mechanisms. Copyright © 2009 John Wiley & Sons, Ltd.     

Leading the Implementation of ICT Innovations

This article analyzes the associations between leadership, the implementation of information and communication technology (ICT) innovations, and performance. After reviewing theories and empirical evidence from the literature on leading change, ICT innovations, and performance, the authors elaborate hypotheses and test them in an analysis of the implementation of an ICT innovation in a Danish multisite hospital. In a quasi‐experimental research design using panel data, survey responses from more than 2,000 employees before and after the implementation were generated, in addition to qualitative interviews with change agents. Findings indicate how differences in leadership during the ICT implementation process have an important impact on performance after the implementation. Mobilization of initial support, directive leadership through information and technical assistance, participative leadership through employee involvement, and locally adapted implementation processes are important leadership factors associated with performance. The article concludes by discussing broader perspectives of the study and implications for practice, theory, and future research.     

Inquiring into activist publics in chronic environmental issues: use of the mutual‐gains approach for breaking a deadlock

This study aims to understand different publics' communicative behaviors for problem solving surrounding an oil spill issue in Korea. Specifically, it explores the differences between chronic activists and other types of publics who were affected by this chronic environmental issue. A total of 24 interviews were conducted, from which five different types of publics were identified. The findings suggest that the majority of activists who are currently working on the issue are closed‐chronic activists, which are slightly different from Ni and Kim's findings on chronic activists' communicative behaviors. Interviews were also conducted with five communication experts to propose viable conflict resolution strategies for the issue. The mutual‐gains approach is recommended as a viable organization–public conflict resolution strategy. Copyright © 2014 John Wiley & Sons, Ltd.     

Can Charitable Donations Compensate for a Reduction in Government Funding? The Role of Information

Are private donors willing to replace cuts in government funding? The authors conducted a survey experiment (n = 2,458) to examine how information about government funding affected decisions to donate money to a large charitable organization in the Netherlands. Providing information about actual budget cuts increased the number of donors. Most new donors were recruited among respondents who had processed the information correctly, underlining the importance of effective communication. The magnitude of the information effect was stronger for citizens with lower levels of empathic concern, who are less likely to donate but can be converted into donors. The authors conclude that policy information shapes not only attitudes but also civic engagement outside the political sphere.     

Serbia: new leadership,same challenges

The results of Serbia's 2012 elections, which saw the incumbent pro-European administration ousted from power by considerably more nationalistic candidates with ties to Serbia's wartime leadership, were greeted with dismay in many countries. But rather than reverting to the bellicose rhetoric of the 1990s, as some had feared, Serbia's new leaders are deploying a strategy of pragmatism in tackling the country's most enduring issues.     

Evaluating Transformational Leaders: The Challenging Case of Eric Shinseki and the U.S. Department of Veterans Affairs

Evaluating less than fully successful transformational leaders is difficult. One common method of assessing leadership is to focus on a single temporal narrative. A second approach uses a particular theory, such as transformational leadership, to frame the analysis. The latter, less common strategy is used with the example of Eric Shinseki, who served as both chief of staff of the U.S. Army and as secretary of the U.S. Department of Veterans Affairs (VA). The analytic framework used here has six major elements that are specified by 22 factors. Using those factors to evaluate Shinseki's tenure at the VA, he is found to be very poor in only 2 factors but poor in 11, adequate in 6, good in 1, and excellent in only 2. While using a list of factors does not eliminate subjectivity or the challenges of reaching a single assessment, it does clarify the elements of judgment and weighting.     

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.     

Antecedents of task performance: An examination of transformation leadership,team communication,team creativity,and team trust

Higher education requires best leaders and collaborative environment to stimulate staff and student because of facing more challenges and to make the educational institutions remain relevant in a competitive global context. Considering the fruitful academic outcome, ideal leadership style and collaborative work are essential among teachers and students. Therefore, an empirical study was performed to investigate the effect of transformational leadership and team communication on task performance. The proposed model was verified by quantitative study to clarify the complex relationship between predicators and outcomes. Research data were collected from a sample of 273 master students from the University of Science and Technology of China. The collected data were examined through partial least square analysis technique. The results suggested that team perception of transformation leadership has positive effect on team communication and team trust to measure high task performance. In addition, team communication has positive effect on team trust, whereas team trust has a significant effect on team creativity, which enhances the task performance.