Annotated bibliography

Dynamics_of_Leadership_in_Public_Service_Theory_an..._----_Table_of_Contents.pdf

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Contents

Preface to the Second Edition ix Changes in the Second Edition x Acknowledgments xi

1. Introduction 3 Types of Leadership 4 History of the Literature on Leadership in the Mainstream and Public Sectors 5 Perennial Debates in Leadership Theory 21 A Discussion of Some Important Terms and Concepts 29 An Operational Definition of Leadership for Individuals 34 Conclusion 35

PART I: LEADERSHIP THEORIES

2. Theoretical Building Blocks: Contingency Factors and Leader Styles 41 Contingency Factors 43 Dimensions of Styles 51 Types of Leader Styles 53 Conclusion 66

3. Leadership Theories: Early Managerial and Transactional Approaches 72 Use of a Causal-Chain Model to Compare Approaches and Theories 73 Early Management and Leadership Approaches 74 Transactional Approaches 78 Conclusion 96

4. Leadership Theories: Charismatic and Transformational Approaches 99 Precursors to Contemporary Charismatic and Transformational Theories 99 Comparing Transactional and Transformational Approaches to Leadership 100 Charismatic and Transformational Approaches 103 Conclusion 119

5. Horizontal and Distributed Models of Leadership 123 Distributed-Leadership Approaches 123 Conclusion 140

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 03:13:28.

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6. Ethics-Based Leadership Theories 143 Perspectives on Ethics-Based Leadership 144

Generic Leadership Model Based on Consciousness and Conscientiousness 153 Conclusion 159

7. Specialized Approaches to Leadership: Power, Culture, Diversity, and Gender 160

The Power Approach to Leadership 160 World Cultures and Leadership 163 Subcultures, Diversity, and Leadership 169 Gender and Leadership 172 Conclusion 177

8. Integrative Theories 178 Shared Leadership Theory 181 Chemers’s Integrative Theory 183 Transformational Theory 184 Strategic Leadership Theory 186 Social Change Leadership Theory 187 Complexity Leadership Theory 190 Leadership Competencies Theory 192 Multiple-Organizational-Level Leadership Theory 197 Conclusion 199

PART II: APPLYING THEORY

9. Leader Assessments 205 Assessment of the Organization and Its Environment 208 Constraints of Leadership 225 Conclusion 230

10. Leader Formulation and Prioritization of Goals 234 The Science and Art of Goal Setting 234 Generic Skills Used in Goal Setting 237 A Model of Leader Goal Formulation and Prioritization in

Organizational Settings 237 Selecting Major Goals 246 Balancing Goals 250 Conclusion 257

11. Traits That Contribute to Leader Effectiveness 259 Self-Confidence 260 Decisiveness 262

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CONTENTS vii

Resilience 265 Energy 267 Need for Achievement 269 Willingness to Assume Responsibility 272 Flexibility 275 A Service Mentality 277 Personal Integrity 280 Emotional Maturity 284 Conclusion 288

12. Skills That Contribute to Leader Effectiveness 292 Communication Skills 293 Social Skills 297 Influence Skills 300 Analytic Skills 305 Technical Skills 308 Continual Learning 311 Conclusion 315

13. Task-Oriented Behaviors 319 The Underlying Logic of Each of the Behavior Domains 320 Monitoring and Assessing Work 321 Operations Planning 325 Clarifying Roles and Objectives 329 Informing 333 Delegating 335 Problem Solving 338 Managing Technical Innovation and Creativity 342 Conclusion 347

14. People-Oriented Behaviors 352 Consulting 353 Planning and Organizing Personnel 357 Developing Staff 361 Motivating 366 Building and Managing Teams 375 Managing Conflict 380 Managing Personnel Change 384 Conclusion 387

15. Organizational-Oriented Behaviors 392 Scanning the Environment 393 Strategic Planning 397

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Articulating the Mission and Vision 401 Networking and Partnering 406 Performing General Management Functions 410 Decision Making 412 Managing Organizational Change 418 Conclusion 422

PART III: DEVELOPING AND EVALUATING LEADERSHIP

16. Leadership Development 429 The Nature of Leadership Development 429 Structured Experience and Associated Developmental Methods 433 Formal Training Design 438 Commonly Used Methods in Formal Training Programs 446 Conclusion 453

17. Evaluating Leadership 456 Evaluating the Public Leadership Research Literature 456 Using an Action Research Model of Leadership to Evaluate Individual Leaders 465 Revisiting the Many Possible Definitions of Leadership 471 The Role of Context 471 Who Evaluates and How? 472 A Final Example of a Great Administrative Leader 473 Conclusion 475

Appendix A Assessment of Organizational Conditions and Leader Performance 477

Appendix B General Instructions for the Assessment of Organizational Conditions and Leader Performance 488

B.1 Tabulation Form 492 B.2 Profile 493

Appendix C Study of Federal Managers 496

Appendix D Study of Local Government Managers 498

References 501 Index 528 About the Author 547

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