Administrative Leadership in the Public Sector is an ideal resource for any Public Administration course involving leadership and public management.
Each of the book’s nine main sections begins with introductory text by the volume’s editors, Monty Van Wart and Lisa Dicke, followed by relevant readings. The volume includes some of the most important readings on public leadership published in the last eight decades. More than just an anthology, Administrative Leadership in the Public Sector provides a unique and useful framework for understanding the vast subject of leadership.
Table of Contents
Part 1: Introduction
1. Leadership and Its Context
James W. Fesler
2. Public-Sector Leadership Theory: An Assessment
Montgomery Van Wart
3. Different Perspectives on the Practice of Leadership
Matthew R. Fairholm
4. Leaders and Leadership
John J. Corson
Part 2: The Preliminary Assessments That Leaders Need to Make
5. Organizing Around the Head of a Large Federal Department
Paul H. Appleby
6. Total Quality Management: An Opportunity for High Performance in Federal Organizations
Rudolph B. Garrity
7. Reevaluating Methods of Establishing Priorities for Governmental Services
Mary M. Hale and Aimee L. Franklin
Part 3: What Are the Proper Goals and Priorities of Administrative Leaders?
8. Administrative Responsibility in Democratic Government
9. Reconciling Public Entrepreneurship and Democracy
Carl J. Bellone and George Frederick Goerl
10. City Managers: Will They Reject Policy Leadership?
James M. Banovetz
11. Accountability and Entrepreneurial Public Management: The Case of the Orange County Investment Fund
Kevin P. Kearns
Part 4: What Are the Best Traits and Skills for Leaders in the Public Service?
12. Government Bureaucrats Are Different
James F. Guyot
13. A Technique to Capitalize on Human Intelligence in Organizations: Brain Skill Management
Weston H. Agor
15. Successful Leadership in Local Government Programs: Hillsborough County’s Productivity Initiatives
Helen D. Levine
16. Notes on the Governmental Executive: His Role and His Methods
Donald C. Stone
Part 5: What Are the Best Styles for Public-Sector Leaders to Use?
17. Changing Patterns in the Philosophy of Management
Carl F. Stover
18. Administrative Leadership and Use of Social Power
19. Leadership and Regional Councils: A Mismatch Between Leadership
Styles Today and Future Roles
Robert W. Gage
20. Research and Interventions for Stress Reduction in a Hospital Setting
Susan R. Raynis and Margaret A. Cleek
Part 6: What Are the Best Techniques for Administrative Leaders to Use?
21. Gender Differences and Managerial Competencies
Dennis M. Daley and Katherine C. Naff
22. The Cost of Not Listening to Employees: The Case of a Union Movement at Bradford Hospital
R. Wayne Boss, Leslee Boss, and James A. Johnson
23. Loose Cannons and Rule Breakers, or Enterprising Leaders?
Some Evidence About Innovative Public Managers
24. Mixed-Scanning: A “Third” Approach to Decision Making
Part 7: How Do You Evaluate Leadership in the Public Sector?
25. Defining and Measuring Effectiveness in Public Management
Steven A. Cohen
26. Executive Evaluation: Assessing Probability for Success in the Job
Lawrence S. Buck
Part 8: How Do You Develop Leaders?
27. The Manager’s View of Management Education and Training
James K. Conant
28. Succession Management Strategies in Public Sector Organizations
Dahlia Bradshaw Lynn
29. Reflections on “Educating Executives”
Raymond A. Katzell
Part 9: Examples and Exemplars of Public-Sector Leadership
30. The Patriotism of Exit and Voice: The Case of Gloria Flora
H. George Frederickson and Meredith Newman
31. Leaders and Leadership
John J. Corson
32. Branch Rickey as a Public Manager: Fulfilling the Eight Responsibilities of Public Management
Robert D. Behn
Montgomery (Monty) Van Wart is Professor and Chair at the University of California State University, San Bernardino. His scholarly work includes more than 40 publications, including five books and a substantial number of articles in leading journals. His research areas are administrative leadership, human resource management, training and development, administrative values and ethics, organization behavior, and general management. He has taught leadership classes to public sector managers for all levels of government in the US and abroad. He is the author of The Dynamics of Leadership: Theory and Practice (M.E. Sharpe, 2005).
Lisa A. Dicke is an Associate Professor in the Department of Public Administration at the University of North Texas. Her teaching and research interests are in government accountability, nonprofit management and intersectoral relations. Dr. Dicke’s work has appeared in the American Review of Public Administration, Public Organization Review, Public Integrity, Public Productivity and Management Review, International Journal of Organization Theory & Behavior, the Journal of Public Affairs Education, and in several edited books.