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Leadership in the Public Sector

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Leadership in the Public Sector
Abstract
Positive leadership in the public sector is essential throughout organizations when inspiring employees or associates to strive for excellence. Leadership is not a skill that one is born with. However, there is a small percentage that one could be born with such a gift. Nevertheless, leadership is developed at an early age that leads that is used throughout ones career life. Producing prominent leadership enhances ones ability to perform in a manner that inspires others to achieve as well.

Leadership in the Public Sector Leadership in the public sector is phenomenal. It is a partial element that is required for an organization to be highly productive and successful. In order for an administrator in the public sector to have an impact on an employee, they must show positive leadership skills. Leadership skills are common throughout the public sector. This paper will examine leadership in the public sector by defining and explaining the concept of leadership, and by stressing the importance of leadership. In addition, this paper will explain the functions that leaders perform, the theorists who have studied leadership, and the effectiveness of leadership in the public sector.

Leadership Leadership is the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organizations’ of which they are members. Organizationally, leadership directly impacts the effectiveness of costs, revenue generation, service, satisfaction, earnings, market value, share price, social capital, motivation, engagement, and sustainability. Leadership is the ability of an individual to set examples for others and lead from the front. It is an attitude that influences the environment around us. Leadership is more common in the public sector versus the private sector. The exercise of leadership can be categorized as either actual or potential. Actual leadership is giving guidance or direction to an



References: Alimo- Metcalfe, B., & Alban- Metcalfe, J. (2006). More (good) leaders for the public sector. The International Journal of Public Sector Management, 19(4), 293-315. Bass, B. M., & Avolio, B. J. (1990). Developing transformational leadership: 1992 and beyond. Journal of European Industrial Training, 14(5), 21-27. Borins, S.(2002). Leadership and innovation in the public sector. Leadership & Organization Development Journal, 23 (8), 467-476. Chung, R.G., & Lo, C.L. (2007). The relationship between leadership behavior and organizational performance in non- profit organizations, using social welfare charity foundations as an example. Journal of American Academy of Business, Cambridge, 12(1), 83-87. Hooijberg, R., & Choi, J. (2001). The impact of organizational characteristics on leadership effectiveness models: An examination of leadership in a private and a public sector organization. Administration & Society: Beverly Hills, 33(4), 403-432. Javidan, M., & Waldman, A. D. (2003). Exploring charismatic leadership in the public sector: Measurement and consequences. Public Administration Review: Washington, 63(2), 229-243. Katz, D., & Kahn, L. R. (1966). The social psychology of organizations. Leadership (pp. 526-576). Canada: John Wiley and Sons, Inc. Likert, R. (1967). The human organization: Its management and value. Organization and Leadership (pp. 174-189). New York: McGraw- Hill. Shafritz, M. J., & Ott, S. J. (1991). Classics of organizational theory. The Giving of Orders (pp.150-156). Belmont: Wadsworth, Inc. Williams, N. B., & Kellough, E.J. (2006). Leadership with an enduring Impact: The legacy of Chief Burtell Jefferson of the metropolitan police department of Washington, D.C. Public Administration Review: Washington, 66(6), 813-822.

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