Exploring the link between integrated leadership and public sector performance

被引：128

作者：

Fernandez, Sergio ^{[1
]}

Cho, Yoon Jik ^{[2
]}

Perry, James L. ^{[1
]}

机构：

[1] Indiana Univ, Bloomington, IN 47405 USA

[2] Georgia State Univ, Atlanta, GA 30303 USA

来源：

LEADERSHIP QUARTERLY | 2010年 / 21卷 / 02期

关键词：

Public sector leadership; Integrated leadership; Shared leadership; Performance; ORGANIZATIONAL PERFORMANCE; SHARED LEADERSHIP; SERVICE IMPROVEMENT; MANAGEMENT TEAMS; DIVERSITY; MODEL; RESOURCES; BEHAVIOR; MATTER;

D O I：

10.1016/j.leaqua.2010.01.009

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

This study develops the concept of integrated leadership in the public sector. Integrated leadership is conceived as the combination of five leadership roles that are performed collectively by employees and managers at different levels of the hierarchy. The leadership roles are task-, relations-, change-, diversity-, and integrity-oriented leadership. Using data from the Federal Human Capital Survey and Program Assessment Rating Tool, we analyze the relationship between integrated leadership and federal program performance. The findings from the empirical analysis indicate that integrated leadership has a positive and sizeable effect on the performance of federal sub-agencies. The study concludes with a discussion of the implications of the findings and limitations of the study. (C) 2010 Elsevier Inc. All rights reserved.

引用

页码：308 / 323

页数：16

共 116 条

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