Public Management Managerial Leaderships Tuesday, October 13, 2015 Hun Myoung Park, Ph.D. Public Management & Policy Analysis Program Graduate School of International Relations

2 Profession of Public Mangers  Has many related elements –Expert body of knowledge –Requirements for advanced education –Belonging to a professional organization  Personal values and organizational objectives. –Need for autonomy –Feeling of ethical obligation –Identification with profession may dilute need for intrinsic awards.

3 Leaderships 1 Capacity of someone to direct and energize people to achieve goals. Bass (1997:17) states –Focus of group processes, as a matter of personality, –Matter of inducing compliance, as the exercise of influence, –Particular behaviors, as a form of persuasion, –Power relation, as an instrument to achieve goals, –Effect of interaction, as a differentiated role, –Initiation of structure, –Many combinations of these definitions

4 Leaderships 2 Leadership styles vary among individuals, countries, and cultures

5 Functions of General Management Allison (1983) –Strategy: establishing objectives and priorities; devising operational plans –Managing internal components: organizing and staffing; directing personnel and the personnel management system; controlling performance –Managing external constituencies: dealing with external units subject to some common authority; with independent organizations; with the press and the public

6 Executive Roles Mintzberg (1972) InterpersonalInformationalDecisional Figurehead Leader Liaison Monitor Disseminator Spokesperson Entrepreneur Disturbance handler Resource allocator Negotiator

7 Management Skill Topics Whetton and Cameron (2002) –Self awareness –Managing personal stress –Creative problem solving –Managing conflicts –Improving employee performance, motivating others –Effective delegation and joint decision making –Gaining power and influence –Establishing supportive communication –Improving group decision making

8 Benchmarks Scales McCauley, Lombardo, and Usher (1989) –Resourcefulness; doing whatever it takes; being a quick study –Building and mending relationships; leading subordinates; compassion and sensitivity –Straightforwardness and composure; setting a developmental climate; confronting problem subordinates team orientation; balance between personal life and work –Decisiveness; self-awareness; hiring talented staff; putting people at easy; acting with flexibility

9 Types of Leadership 1 Burns (1978) Transactional Leaders –Motivate followers by recognizing their needs and providing rewards in exchange for their performance and support. Transformational Leaders –Rely on power but not in a controlling centralized way. –Raise followers goals to a higher plane, to a focus on transcendental, higher-level goals (self-actualization) –Have talent for coupling visions of success to empowerment and motivation

10 Types of Leadership 2 Bass (1995, 1998) Transformational behaviors –Idealized influence –Intellectual stimulation –Individual consideration –Inspirational motivation Transactional behaviors –Contingent rewards –Management by expectation –Active management by exception

11 Types of Leadership 3 Bennis and Nanus (1985) –“Leading” (guiding directions, actions or opinions to “do the right thing”) –“Managing” (accomplishing things efficiently or “doing things right”)

12 Charismatic Leadership 1 Extension of work on transformational leadership Charisma is treated as a matter of the characteristics that followers attribute to their leaders. Two strains –The attribution theory of charismatic leadership –The self-concept theory of charismatic leadership

13 Charismatic Leadership 2 In attribution theory, leaders who: –Advocate a vision that is highly discrepant from status quo –Act in unconventional ways –Demonstrate self-sacrifices –Have confidence –Use persuasive appeals rather than authority or participative decision process –Use capacity to access context and locate opportunities

14 Charismatic Leadership 3 Self-Concept theory emphasizes observable characteristics of leaders and followers –Personal identification –Social identification and self-esteem –Internalization of leader’s beliefs

15 Sources of Power Legitimate: procedural legitimacy Reword: tangible and intangible rewards Coercive: punishment and sanction Expert: knowledge, skills, expertise Referent power: subordinates’ respect, admiration, and loyalty

16 Lessons from Leaderships No single leadership works in all circumstances and contexts. Leadership is to be built, not fixed or given. Zone of acceptance (cooperation) & rationality Need to be exposed to many leadership cases, for example, from history in the East and West Learn different styles and leadership skills; examine circumstances (subordinate, task, culture, etc.); and choose the most likely style “Chameleon leaderships”

Reference Barnard, Chester I The functions of the executive. Cambridge, MA: Harvard University Press. Rainey, Hal. G Understanding and managing public organizations, 5 th ed. San Francisco, CA: Jossey-Bass. 17