Annotated bibliography

Dynamics_of_Leadership_in_Public_Service_Theory_an..._----_Preface_to_the_Second_Edition.pdf

Home >Social Science homework help >Annotated bibliography

Preface to the Second Edition

This book addresses leadership in public organizations from two perspectives. First, it examines—in detail—the competencies that organizational leaders at all levels need. Second, it offers a comparative review of the theoretical literature on leadership from a public sector perspective. Both of these elements have received remarkably little atten- tion, despite the abundance of materials available for the private sector.

The book is written for scholars, instructors, students, and practitioners. Academics should appreciate that all discussions have a solid foundation in social science research. Although this study includes a thorough review of the literature, the author has also relied on his own studies (provided as appendixes) and extensive experience as a management trainer. Several of the analyses are original to this book. The applied model used as the basis in Part II is the most articulated action research model in the literature to date. The review of styles provides a coherent, state-of-the-art discussion that is innovative and should provide a useful advancement for an area that has become confused and fragmented. The comparative analysis of all the major schools of thought, including the new “shared leadership” school and integrated leadership theories, is also unprecedented.

Faculty seeking not only to teach practical management and leadership skills but also to relate the analytic and theoretical aspects should find this book particularly useful. The book lays out the theories of leadership in Part I and then proceeds to a pragmatic review of competencies in Part II. In some cases, instructors may find it helpful to change the order and introduce concrete competencies first, especially in practice-oriented classes. With seventeen chapters, the book fits well within a semester format as a primary or secondary text, and provides enough material from which instructors may readily pick and choose.

Trainers using the book as a resource for substantial leadership development programs will be able to provide the detailed feedback necessary for improvement plans. The com- petencies in this study can easily be keyed to the leadership elements in all the major leadership assessment instruments.

Practitioners and students will find the plan of the book simple to follow in that a leadership action cycle provides a single heuristic model of the leadership process. The model breaks leadership down into five major elements (with seventy subelements overall), including thirty-seven specific leadership competencies (leader characteristics and leader behaviors). The competencies are straightforward. Readers can use the assessment form in Appendix A for self-analysis as well as for distribution.

Reviewers have been unanimous in their praise of the book’s illustrative materials.

Wart, Montgomery Van. Dynamics of Leadership in Public Service : Theory and Practice, Taylor & Francis Group, 2011. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/bham/detail.action?docID=1900083. Created from bham on 2020-10-21 03:13:41.

C op

yr ig

ht ©

2 01

1. T

ay lo

r &

F ra

nc is

G ro

up . A

ll rig

ht s

re se

rv ed

x PREFACE TO THE SECOND EDITION

I have made an effort to provide a wide variety of examples, stories, and data for this enormously broad subject. In addition, I have blended a good deal of ancient, folk, and literary wisdom about leadership with the empirical analysis. Modern scholars in most fields including leadership like to ignore nonempirical knowledge, no matter how wise and respected. Yet, many of these ancient insights are no less true for being old, and readers will find such pearls and insights succinctly expressed and refreshing compared to drier, empirical analysis. For the most part, I do not use standard citation format for quotations from nonacademic sources. Most of these allusions come from Bartlett’s Familiar Quotations, Van Ekeren’s Words for all Occasions, and Sherrin’s The Oxford Dictionary of Humorous Quotations.

CHANGES IN THE SECOND EDITION

The changes in the second edition are extensive. Some of the changes are improvements or attempts to fill in oversights in the first edition, while others cover the enormous re- search productivity and advances that have occurred since the first edition was sent out for review. The more important ones will be identified here.

The format of the book has also been changed. The theoretical chapters now precede the chapters discussing competency clusters. This is a more traditional organization and is in line with feedback received from those using the first edition.

Chapter 1 now includes an extensive discussion of postmodernism as it relates to lead- ership studies. Topics such as collaboration, horizontal leadership, and complexity theory are more fully discussed and much better situated in the contemporary intellectual and philosophical climate. A discussion of types of leadership (e.g., political vs. administra- tive) was also moved from the preface to this chapter.

Chapter 2 includes the substitution of one generic style with two, more specific, styles. That is, while the first edition discussed external leadership as a broad category, this edition follows the literature more closely and uses strategic and collaborative styles as analytically distinct and pragmatically quite different categories. While both have an external focus, the thrust of one focuses on competition and comparative position. The thrust of the other focuses on cooperation and the benefits of sharing. To some degree, they parallel the more internally focused achievement-oriented and inspirational styles.

The section on distributed leadership has been expanded to a chapter titled “Hori- zontal and Distributed Models of Leadership.” Added to discussions in the first edition of superleadership, substitutes theory, self-leadership, and team theory are discus- sions of informal leadership, followership, and network leadership theory. The latter two areas have seen an explosive growth of interest and research recently. Shared leadership theory, as essentially an overarching model, was moved to be with other integrated theories.

The section on ethics and leadership was also expanded into a full chapter. That chapter now discusses five perspectives. It first lays out a model generally assumed by nearly all theories, a basic integrity model that emphasizes virtue. Four other models extend

C op

yr ig

ht ©

2 01

1. T

ay lo

r &

F ra

nc is

G ro

up . A

ll rig

ht s

re se

rv ed

PREFACE TO THE SECOND EDITION xi

the normative assumptions or responsibilities of leaders beyond basic virtue. The moral manager approach emphasizes the fostering of appropriate organizational and legal com- pliance. Authentic leadership focuses on self-awareness and development as a means of grounding oneself to make ethically balanced decisions. Spiritual or servant leadership celebrates the “other” focus of great leaders who epitomize compassion, empathy, and inclusiveness. It is also related to affective leadership and emotional labor. Finally, there is the ethical perspective that leaders are transforming agents for the common good in the vein of Burns (1978, 2003) and Heifetz (1994).

The chapter on specialized approaches still includes the topics of power and gender. Sections on leadership and world cultures, primarily based on the Globe studies, were added. It also includes the domestic parallel: a section on subcultures, diversity, and leadership.

The section on integrative theories was expanded to a full chapter with a much more robust discussion. Added to the array of integrative theories considered are shared leader- ship (moved from another chapter), strategic theory, social change theory, and complex- ity leadership theory. All of the chapters on applied leadership competencies have been updated and have additional contemporary examples.

The final chapter has a completely new and substantial discussion evaluating the public leadership research literature. It covers defining the boundaries of types of leadership, fundamental shifts in the field, advances in traditional research approaches, research gaps in leadership studies, and the status of public sector leadership research in general.

Overall, while the book still has a special focus on organizational leadership from an individual perspective, it has followed the field to give much more emphasis to col- laboration, networking, diversity, citizen input, and the like. These perspectives do not so much replace authoritarian, hierarchical approaches that have been out of vogue for managers for decades, as add to the important complement of necessary perspectives for today’s leaders (Uhl-Bien, Marion, and McKelvey 2007; Raffel, Leisink, and Middle- brooks 2009). Ultimately, leadership for individuals is somewhat more challenging, no matter whether one is looking at managerial competencies (Van Wart and Berman 1999) or current inclusive leadership patterns. Although the focus of the theoretical review is still on the individual perspective, substantially more attention is now given to the process perspective as well.

ACKNOWLEDGMENTS

The help of many along the way has been indispensable. Any work of intellectual value stands on the shoulders of other major scholars. I am particularly indebted to the fine integrative work of Bernard Bass, Gary Yukl, Jerry Hunt, Mary Uhl-Bien, John Bryson and Barbara Crosby, and Jay Conger, among others. I am also indebted to the research of the U.S. Office of Personnel Management, which I have used extensively throughout this text. I wish to thank the managers in Arizona, Iowa, Texas, Florida, and California with whom I have worked; they have shared their experiences with me, and in some cases I

C op

yr ig

ht ©

2 01

1. T

ay lo

r &

F ra

nc is

G ro

up . A

ll rig

ht s

re se

rv ed

xii PREFACE TO THE SECOND EDITION

have actually used them as examples. And, of course, I have special thanks for my editor at M.E. Sharpe, Harry Briggs, who adopted this project and has been very patient during its development and refinement.

I am personally most indebted to Paul Suino. He has read and reread the book and he has patiently critiqued and proofed it. He also provided the encouragement neces- sary to complete such an ambitious task, while I was attempting to lead in my own organizations.

C op

yr ig

ht ©

2 01

1. T

ay lo

r &

F ra

nc is

G ro

up . A

ll rig

ht s

re se

rv ed

Dynamics of Leadership in Public Service

C op

yr ig

ht ©

2 01

1. T

ay lo

r &

F ra

nc is

G ro

up . A

ll rig

ht s

re se

rv ed

This page intentionally left blank

C op

yr ig

ht ©

2 01

1. T

ay lo

r &

F ra

nc is

G ro

up . A

ll rig

ht s

re se

rv ed