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Dynamics of Leadership in Public Service: Theory and Practice, Second Edition
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Comments/Reviews
Description: Eminently readable, current, and comprehensive, this acclaimed text sets the standard for instruction in college and professional courses on leadership, management, and organizational effectiveness in the public sector. The book includes key sections on leader assessment, characteristics, behaviors, styles, leadership theory, and evaluation and development.
The author's comprehensive leadership action cycle provides an easy-to-follow theme for the entire book. More than 100 in-text vignettes, cases, and figures illuminate key points, and the book includes an original, reproducible 360-degree survey instrument on leadership assessment.
The new edition features extensive revisions and additions. The sections on ethics and leadership and culture and diversity have been expanded into full chapters. The book now includes an in-depth discussion of postmodernism as it applies to leadership studies, as well as a completely new and substantial discussion on evaluating public leadership.
Selected Contents:
Preface to the Second Edition
Changes in the Second Edition
Acknowledgments
1. Introduction
Types of Leadership
History of the Literature on Leadership in the Mainstream and Public Sector
Perennial Debates in Leadership Theory
A Discussion of Some Important Terms and Concepts
An Operational Definition of Leadership for Individuals
Conclusion
PART 1: LEADERSHIP THEORIES
2. Theoretical Building Blocks: Contingency Factors and Leader Styles
Contingency Factors
Dimensions of Styles
Types of Leader Styles
Conclusion
3. Leadership Theories: Early Managerial and Transactional Approaches
Use of a Causal-Chain Model to Compare Approaches and Theories
Early Management and Leadership Approaches
Transactional Approaches
Conclusion
4. Leadership Theories: Charismatic and Transformational Approaches
Precursors to Contemporary Charismatic and Transformational Theories
Comparing Transactional and Transformational Approaches to Leadership
Charismatic and Transformational Approaches
Conclusion
5. Horizontal and Distributed Models of Leadership
Distributed Leadership Approaches
Conclusion
6. Ethics Based Leadership Theories
Perspectives on Ethics-Based Leadership
Generic Leadership Model Based on Consciousness and Conscientiousness
Conclusion
7. Specialized Approaches to Leadership: Power, Culture, Diversity, and Gender
The Power Approach to Leadership
World Cultures and Leadership
Subcultures, Diversity, and Leadership
Gender and Leadership
Conclusion
8. Integrative Theories
Shared Leadership Theory
Chemers' Integrative Theory
Transformational Theory
Strategic Leadership Theory
Social Change Leadership Theory
Complexity Leadership Theory
Leadership Competencies Theory
Multiple Organizational Level Leadership Theory
Conclusion
PART II: APPLYING THEORY
9. Leader Assessments
Assessment of the Organization and Its Environment
Constraints of Leadership
Conclusion
10. Leader Formulation and Prioritization of Goals
The Science and Art of Goal Setting
Generic Skills Used in Goal Setting
A Model of Leader Goal Formulation and Prioritization
Selecting Major Goals
Balancing Goals
Conclusion
11. Traits That Contribute to Leader Effectiveness
Self-Confidence
Decisiveness
Resilience
Energy
Need for Achievement
Willingness to Assume Responsibility
Flexibility
A Service Mentality
Personal Integrity
Emotional Maturity
Conclusion
12. Skills That Contribute to Leader Effectiveness
Communication Skills
Social Skills
Influence Skills
Analytic Skills
Technical Skills
Continual Learning
Conclusion
13. Task-Oriented Behaviors
The Underlying Logic of Each of the Behavior Domains
Monitoring and Assessing Work
Operations Planning
Clarifying Roles and Objectives
Informing
Delegating
Problem Solving
Managing Technical Innovation and Creativity
Conclusion
14. People-Oriented Behaviors
Consulting
Planning and Organizing Personnel
Developing Staff
Motivating
Managing Teams and Team Building
Managing Conflict
Managing Personnel Change
Conclusion
15. Organizational-Oriented Behaviors
Scanning the Environment
Strategic Planning
Articulating the Mission and Vision
Networking and Partnering
Performing General Management Functions
Decision Making
Managing Organizational Change
Conclusion
PART III: DEVELOPING AND EVALUATING LEADERSHIP
16. Leadership Development
The Nature of Leadership Development
Structured Experience and Associated Developmental Methods
Formal Training Design
Commonly Used Methods in Formal Training Programs
Conclusion
17. Conclusion: Evaluating Leadership
Evaluating the Public Leadership Research Literature
Using an Action Research Model of Leadership to Evaluate Individual Leaders
Revisiting the Many Possible Definitions of Leadership
The Role of Context
Who Evaluates and How?
A Final Example of a Great Administrative Leader
Conclusion
Appendix A Assessment of Organizational Conditions and Leader Performance
Appendix B General Instructions for the Assessment of Organizational Conditions and Leader Performance
B.1 Tabulation Form
B.2 Profile
Appendix C Study of Federal Managers
Appendix D Study of Local Government Managers
References
Index
About the Author
Comment(s): "In the analysis of leadership for the public service, as well as in instruction and development for such leadership roles, Montgomery Van Wart is himself a leader. Dynamics of Leadership in the Public Sector provides a valuable resource for those who seek to analyze such roles, teach about them, and serve effectively in them." -- Hal G. Rainey, University of Georgia
"I have used Professor Van Wart's first edition in a graduate course on Leadership and Ethics with great success. I look forward to using the second edition, and recommend it highly to all those teaching courses in public leadership or training leaders outside the university setting. The author's knowledge of this vast intellectual arena is unmatched by any other writer now working in public administration." -- Jeremy Plant, Pennsylvania State University
    
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