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Examining public service from the perspective of the worker, this book provides a new framework for understanding the roles and responsibilities of front-line public servants and assessing the appropriateness of their actions. Public employees who work at street level face some of the most intractable, pervasive, and complex problems in contemporary society. Drawing on more than 1500 hours of observation of police officers and social service workers in four states, this book explores the types of situations they confront, the factors they consider, and the hard choices they make. Presenting numerous cases of how these individuals acted in various situations, the authors show how public servants translate the expectations of administrators and others into legitimate street-level action. Vinzant and Crothers propose the concept of leadership as a positive and realistic framework for understanding what these public servants do and how they can successfully meet the daily challenges of their very difficult and complex jobs. They show how changing the theory and language we use to describe street-level work can encourage decisions that are responsive both to the needs of the clients being served and to the broader community's need for accountability. They also examine how street-level leadership can change the way agencies recruit, train, and manage these employees and how society defines their role in governance. This book offers valuable insights for those working in or studying public administration, policy analysis, criminal justice, and social work.
This book explores the challenges and obstacles faced by dissident leaders in Asia seeking to introduce reforms into regimes that are either imperfectly democratic or frankly hostile to democratic practices and institutions.
Legitimate Leadership, written by Wendy Lambourne, essentially looks at what every employer strives for but often gives up on: attaining the willingness of employees at work. Lambourne is a partner at Schuitema Human Excellence Group, which works extensively among South African blue-chip companies and throughout the world. It has major clients in the UK, USA and Asia. The conclusion of the book is somewhat surprising: employees' willingness at work is not a direct "deliverable" of, for instance, improving work conditions or remuneration. Rather it is a byproduct of the personal relationship which those in command positions at work have with those who report to them. Specifically, willingness at work arises only when those in charge strive for the very best in their people, care for them sincerely and help them to grow, with no payback agenda in mind. The seminal research supporting the above contention comes from the South African gold mining industry in the 1980s. The initial insights from this research have been validated, by the work done by Wendy Lambourne and her colleagues, in diverse contexts all over the world in the past 20 years. These insights have, moreover, gained special validity in post-Marikana South Africa. This is because, while remuneration and physical conditions on mines have improved in recent decades, the personal relationship between managers and those who report to them at all levels have remained poor or deteriorated. But Legitimate Leadership is not a theoretical discourse on management-employee relations. It is rather a practical guide on implementing legitimate leadership using the Care and Growth criteria drawing on examples from an impressive range of organizational contexts. No similar principle-based but usable advice to leaders currently exists. The book is aimed at business owners and managers who are concerned with successfully leading others and transforming both others and themselves in the process.
This title was first published in 1984: This text provides a source of citations to North American scholarships relating specifically to the area of Eastern Europe and the former Soviet Union. It indexes fields of scholarship such as the humanities, arts, technology and life sciences and all kinds of scholarship such as PhDs.
At an unsettled time for liberal democracy, with global eruptions of authoritarian and arbitrary rule, here is one of the first full-fledged philosophical accounts of what makes governments legitimate. What makes a government legitimate? The dominant view is that public officials have the right to rule us, even if they are unfair or unfit, as long as they gain power through procedures traceable to the consent of the governed. In this rigorous and timely study, Arthur Isak Applbaum argues that adherence to procedure is not enough: even a properly chosen government does not rule legitimately if it fails to protect basic rights, to treat its citizens as political equals, or to act coherently. How are we to reconcile every person’s entitlement to freedom with the necessity of coercive law? Applbaum’s answer is that a government legitimately governs its citizens only if the government is a free group agent constituted by free citizens. To be a such a group agent, a government must uphold three principles. The liberty principle, requiring that the basic rights of citizens be secured, is necessary to protect against inhumanity, a tyranny in practice. The equality principle, requiring that citizens have equal say in selecting who governs, is necessary to protect against despotism, a tyranny in title. The agency principle, requiring that a government’s actions reflect its decisions and its decisions reflect its reasons, is necessary to protect against wantonism, a tyranny of unreason. Today, Applbaum writes, the greatest threat to the established democracies is neither inhumanity nor despotism but wantonism, the domination of citizens by incoherent, inconstant, and incontinent rulers. A government that cannot govern itself cannot legitimately govern others.
Political and societal elites are increasingly confronted with complex environments in which they need to take collective decisions. Decision-makers are faced with policy issues situated at different intertwined levels which need to be negotiated with different actors. The negotiation and decision-making processes raise issues of legitimacy, leadership and communication. Modern societal systems are not only affected by horizontal specialization and diversity but also by a vertical expansion of governance layers. The national level is no longer the sole, or even the most important, level of governance. In these complex environments, cognitive abilities and personalities of political and societal elites have gained importance. This book addresses the impact of an increasingly complex environment on the legitimacy and transparency of polities, on the role of leadership and political personality and on motivated images, rhetoric and communication. Examining how these issues interact at the macro and theoretical level, the types of problems decision-makers face and how they communicate ideas with their audiences, it brings together leading experts in political psychology, law and political science to bridge the gap in the way these disciplines explore the issue of complex decision-making.
Explores the all-important link between leadership and lust, look at leaders with ravenous hungers and limitless passions.
This is the first full-length scholarly study of the Chinese 'core' leader and his role in the Chinese Communist Party's elite politics.
How did the 1990s and early 21st century impact the evolution of the college presidency? The legitimacy and performance of higher education were called into question during this period, and respect for some of its leaders declined. An economic downturn and the concomitant change of student enrollment patterns have required presidents to lead in compromised conditions. The new emphasis on financial management and fund raising has opened the job of academic president to those with nontraditional backgrounds. These new presidents must gain legitimacy differently from those of more traditional backgrounds, who are struggling with their own legitimacy challenges. In order to understand legitimacy, Bornstein has spplied theory from the social sciences and higher education literature, proposing five factors that influence presidential legitimacy: Individual, Institutional, Environmental, Technical and Moral. She also proposes six threats to legitimacy: Lack of Cultural Fit, Management Incompetence, Misconduct, Erosion of Social Capital, Inattentiveness, and Gradiosity. In light of these threats, she suggests strategies for gaining and maintaining legitimacy. This book focuses on the impetus for leading change. Bornstein draws on numberouns sources for a theoretical perspective on the factors associated witht he president's role in creating legitimate change. She proposes a construct of four factors to implement legitimate change: Presidential Leadership, Governance, Social Capital, and Fund Raising. The concepts of transformational and transactional leadership are examined for their ability to facilitatle change. Bornstein finds their effectiveness limited and proposes "transformative leadership", a contextual approach that fits between transformational and transactional leadership in the conceptual continuum. Since presidents are often recruited on the basis of their academic experience, their legitimacy depends on securing resources to strengthen or transform their institution; fund raising is essential. Fina
Too many organizations today play follow the leader: the commander articulates a “vision” and people uncritically go along with it. But this type of leadership—what Dean Williams calls "counterfeit leadership"—generates an unhealthy dependence on an authority figure and relies on dominance, control, and group seduction to get things done. By hampering people's ability to anticipate and react to changing circumstances, it creates a self-limiting cycle. And if the leader's vision is flawed, the entire organization suffers. The true task of a leader, Williams argues, is to get people to face the reality of any situation themselves and develop strategies to deal with problems or take advantage of opportunities. Real leaders don't dictate; they help people face their challenges and make adjustments in their values, habits, practices, and priorities to ensure the enterprise is given its best chance to succeed. Williams details how to apply this new approach to the challenges every organization or community faces. Throughout, he demonstrates the practical application of real leadership in the real world through examples from his own experiences working with organizations as diverse as the government of Singapore, Aetna Life and Casualty, and the nomadic Penan tribe in Borneo, as well as historical examples and the insights gleaned from his many interviews with presidents, prime ministers, and business leaders. At a time when so many “visionary” leaders have led their organizations to disaster, Real Leadership offers a needed, proven alternative.