ABSTRACT
The leadership tasks and perspectives ingrained at one level of management may actually inhibit the ability to understand and exercise leadership management roles at other levels. A focus on power and authority has far-reaching leadership consequences for public sector organizations where power and authority are distributed both horizontally and vertically. When Herbert Simon's basic idea is applied to public organizations, it has some far-reaching political consequences for the role of leaders. Different network structures are used to knit organizational subunits together and to link a public organization to other organizations in its environment. By controlling the means of action, leaders can control the achievement of organizational goals. Both leadership and management are more than a bundle of tools; they are practices that require continuous application over time to acquire the prudential judgment to know the right thing to do in the circumstances at hand.
