Developing and Testing an Integrative Framework of Public Sector Leadership
Evidence from the Public Education Arena
Bibliographic Data
| ID | 6294561 |
|---|---|
| Authors | Fernandez (0000-0001-5606-7691), Sergio Fernandez (0009-0006-2385-6743, Indiana University, corresponding author) |
| Year | 2004 |
| Volume | 15 |
| Issue | 2 |
| Pages | 197-217 |
| Publication date | 2004-12-16 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | Journal of Public Administration Research and Theory (JOURNAL) |
| Journal identifiers | ISSN: 1053-1858 • E-ISSN: 1477-9803 |
| Publisher | Oxford University Press (OUP) (PUBLISHER) |
| DOI | 10.1093/jopart/mui014 |
| OpenAlex | W2039734314 |
| Language | EN |
| Citations received | 70 |
| References cited | 13 |
In an effort to bring some order to the leadership literature and integrate existing knowledge on the topic of leadership, some scholars have begun to develop integrative frameworks of leadership. Integrative frameworks incorporate leadership skills, traits, behaviors, and styles and situational variables in a single theoretical model to explain a leader's influence on performance. This study advances that line of research by developing an integrative framework of public sector leadership and testing the framework using different quantitative techniques and a large-N data set from the public education arena. Six of nine hypotheses derived from the leadership literature are supported empirically. Moreover, the framework explains over half of the variance in organizational performance, with the leadership variables accounting for over two-thirds of the explained variance. Overall, the results suggest that integrative frameworks are a promising approach for the study of leadership
Business · Leadership · Leadership development · Leadership studies · Leadership style · Leadership Theory · Political science · Public relations · Public sector · Servant leadership · Set (abstract data type · Shared leadership · Situational ethics · Situational leadership theory · Sociology · Transactional leadership · Transformational leadership · Variance (accounting · Accounting and Organizational Management · Computer Science · Organizational Leadership and Management Strategies · Psychology · Public Policy and Administration Research · Accounting · Social Psychology
Liderança e motivação na gestão do desporto
Public Management
Public Leadership
Local Government Management and Performance
Manager characteristics and early innovation adoption during crises
Civil servants’ perceptions of agency heads’ leadership styles
Transformational and Transactional Leadership Under Different Spans of Control
Is Diversity Management Sufficient? Organizational Inclusion to Further Performance
Kamu Liderliğinin Kamu Hizmet Motivasyonuna Etkisinde Örgütsel Bürokrasinin Rolü
The Relationship Between Negative Leadership Behaviors and Workplace Deviant Behaviors
Conceptualizing and Measuring (Public) Reputation Management
The Management of Change in Public Organizations
Addressing the challenges of leading children's services in England
Linking transformational leadership and value congruence among Chinese police force
Public management reform and organizational performance
When Claimant Characteristics and Prior Performance Predict Bureaucratic Error
The Human Side of Public Organizations
Under What Conditions Do Public Managers Favor and Pursue Organizational Change
Public Service Leadership
Complexity in Service Provision
Management Theory and Occam's Razor
Alignment and Results
I’ve Seen Fire and I’ve Seen Rain
Conceptualizing and Measuring Transformational and Transactional Leadership
The Direct and Interactive Effects of Middle and Upper Managerial Quality on Organizational Performance
Refinding Leadership in Refounding Public Administration
Environmental Turbulence, Organizational Stability, and Public Service Performance
Leadership and Meaningful Work in the Public Sector
The Right Mix? Gender Diversity in Top Management Teams and Financial Performance
Diversity Management, Job Satisfaction, and Performance
Is Small Beautiful? Testing the Direct and Nonlinear Effects of Size on Municipal Performance
Transformational Leadership and the Use of Normative Public Values
Developing a short scale to assess public leadership
Vertical Strategic Alignment and Public Service Performance
Beware of Managers Not Bearing Gifts
Measuring Public Leadership
Administrative Leadership Theory
Fostering Affective Organizational Commitment in Public Sector Agencies
The Dog That Didn't Bark
Exploring the link between integrated leadership-in-government and follower happiness
Public sector leadership
How much is enough? A study of municipal councillor remuneration
Transformational Leadership in the Public Sector
Municipal Performance
Employee Turnover and Organizational Performance
Public Management in Time
Strategic Management and the Performance of Public Organizations
Serpents in the Sand
Public leadership and the enactment of professionalism in the welfare-to-work context
Do Leadership Training and Development Make a Difference in the Public Sector? A Panel Study
Capacity, Leadership, and Organizational Performance
Can Public Leadership Increase Public Service Motivation and Job Performance
Public versus Private Managers
Can Leadership Training Improve Organizational Effectiveness? Evidence from a Randomized Field Experiment on Transformational and Transactional Leadership
Goal achievement in municipal strategic planning
Lessons from Leadership Theory and the Contemporary Challenges of Leaders
Is Leadership in the Eye of the Beholder? A Study of Intended and Perceived Leadership Practices and Organizational Performance
For the Want of a Nail
Mayoral Quality and Local Public Finance
A “Watershed” Moment for Collaboration
Managing the Entanglement
Privatising Local Public Services
Congress as manager
Supervisory Leadership at the Frontlines
Public Participation and Organizational Performance
Setting the Table
Leadership and Performance of Public Employees
Do Cogovernance and CSOs Supplement Municipal Capacity for Service Delivery? An Assessment of Differences in Simple versus Complex Services
Public Service Sector
A Woman's Touch? Gendered Management and Performance in State Administration
Leadership and performance beyond expectations
Public Management and Educational Performance
Personal Factors Associated with Leadership
Responsible Risk-Taking
Public‐Sector Leadership Theory
Goal Displacement
Growing Older and Wiser
Implementation Research — The Link Gone Missing
Synthesizing the Implementation Literature
Modeling the Impact of Public Management
Comparing Public and Private Organizations
The Black-White Test Score Gap
Organizational Change and Development
| Unique citing works | 70 |
|---|---|
| Citations per year | 3,5 |
| Citation span | 2006 - 2026 (21) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 70 |