ABSTRACT

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.

part 1|56 pages

Introduction

chapter 1|2 pages

Leadership and its Context

chapter 2|24 pages

Public-Sector Leadership Theory

An Assessment

chapter 4|3 pages

Leaders and Leadership

part 2|51 pages

The Preliminary Assessments that Leaders Need to Make

chapter 6|22 pages

Total Quality Management

An Opportunity for High Performance in Federal Organizations

part 3|57 pages

What are the Proper Goals and Priorities of Administrative Leaders?

chapter 10|11 pages

City Managers

Will They Reject Policy Leadership?

chapter 11|18 pages

Accountability and Entrepreneurial Public Management

The Case of the Orange County Investment Fund

part 4|58 pages

What are the Best Traits and Skills for Leaders in the Public Service?

chapter 13|9 pages

A Technique to Capitalize on Human Intelligence in Organizations

Brain Skill Management

chapter 14|9 pages

Creativity

chapter 15|3 pages

Successful Leadership in Local Government Programs

Hillsborough County's Productivity Initiatives

chapter 16|18 pages

Notes on the Governmental Executive

His Role and His Methods

part 5|44 pages

What are the Best Styles for Public-Sector Leaders to Use?

chapter 19|13 pages

Leadership and Regional Councils

A Mismatch Between Leadership Styles Today and Future Roles

part 6|58 pages

What are the Best Techniques for Administrative Leaders to Use?

chapter 22|7 pages

The Cost of not Listening to Employees

The Case of a Union Movement at Bradford Hospital

chapter 23|17 pages

Loose Cannons and Rule Breakers, or Enterprising Leaders?

Some Evidence About Innovative Public Managers

chapter 24|10 pages

Mixed-Scanning

A “Third” Approach to Decision Making

part 7|26 pages

How do you Evaluate Leadership in the Public Sector?

chapter 26|9 pages

Executive Evaluation

Assessing the Probability for Success in the Job

part 9|38 pages

Examples and Exemplars of Public-Sector Leadership

chapter 30|15 pages

The Patriotism of Exit and Voice

The Case of Gloria Flora

chapter 31|2 pages

Leaders and Leadership

chapter 32|16 pages

Branch Rickey as a Public Manager

Fulfilling the Eight Responsibilities of Public Management