Search for Articles:
Title / Keyword
Author / Affiliation / Email
Journal
Article Type
 
 
Advanced Search
 
Section
Special Issue
Volume
Issue
Number
Page
 
3.9
3.0
Journals
Administrative Sciences
Special Issues
Leadership in the Public Sector: From an International Perspective
share announcement

Leadership in the Public Sector: From an International Perspective

A special issue of Administrative Sciences (ISSN 2076-3387). This special issue belongs to the section "Leadership".

Deadline for manuscript submissions: closed (1 December 2022) | Viewed by 34692

Special Issue Editor

Prof. Dr. Paul Joyce

E-Mail Website
Guest Editor
Institute for local government studies, University of Birmingham, Birmingham B15 2TT, UK
Interests: strategic management and leadership in the public sector; change management; reform and modernization of the public sector
Special Issues, Collections and Topics in MDPI journals

Special Issue Information

Dear Colleagues,

The core theme for this Special Issue is: “The Quality of Leadership in Public Administration and Governance Really Matters”. As a topic, it has many dimensions and issues. Some of them are suggested by the following questions:

1. How do leaders in public administration and governance create support for the United Nations’ Sustainable Development Goals and mobilise whole-of-government and whole-of-society efforts to deliver them?

2. What do leaders do in order to create and sustain effective government and/or public sector organisations?

3. How do political and administrative leaders operate within the context of specific political systems to create regulatory activities and public services that are responsive to the needs and aspirations of citizens and communities?

4. How do political and administrative leaders build the approval of the public for their leadership of governments and public sector organisations?

5. What are the most important skills possessed and used by effective leaders in government organisations and the wider public sector?

6. How do leaders in public administration and governance provide leadership that creates credible long-term strategic visions and how do they ensure that the visions are delivered successfully?

7. How do leaders in public administration and governance encourage (i) experimentation in strategy and/or policy, (ii) organisational receptivity to learning lessons, and (iii) a capacity for public sector innovation and adaptation?

8. What leaders in public administration and governance are best suited to leading in emergency situations created by civil contingencies (e.g., pandemics)?

Please send us your paper addressing the topic of this Special Issue, including ones that address any of the eight questions above. We are especially interested in papers written from a social science perspective and which contain empirical data and theoretical models. We are also especially interested in papers that use a comparative design and papers that consider the practical application of theoretical conclusions.

Prof. Dr. Paul Joyce
Guest Editor

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a double-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Administrative Sciences is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • leaders
  • effectiveness
  • sustainable development goals
  • responsiveness
  • citizens
  • communities

Published Papers (6 papers)

Download All Papers
Order results
Result details
Show export options expand_more Show export options expand_less
Select all
Export citation of selected articles as:

Research

17 pages, 1182 KiB  
Article
Role of Organizational Justice in Linking Leadership Styles and Academics’ Performance in Higher Education
by Irfan Ullah Khan, Gerald Goh Guan Gan, Mohammad Tariqul Islam Khan and Naveed Saif
Adm. Sci. 2023, 13(4), 101; https://doi.org/10.3390/admsci13040101 - 30 Mar 2023
Cited by 3 | Viewed by 2876
Abstract
Leadership is vital for all organizations, including higher education institutions (HEIs). Based on this, this study aimed to examine department heads’ leadership styles concerning employee performance as well as nurturing the culture of justice. For this purpose, the leadership styles (transformational and transactional [...] Read more.
Leadership is vital for all organizations, including higher education institutions (HEIs). Based on this, this study aimed to examine department heads’ leadership styles concerning employee performance as well as nurturing the culture of justice. For this purpose, the leadership styles (transformational and transactional leadership) relationship is examined with employee performance through the mediating role of organizational justice. Data were collected from academicians working in the HEIs located in the province of Khyber Pakhtunkhwa, Pakistan using a convenience sampling approach to obtain the targeted sample. Data were analyzed through a symmetric approach and after conducting confirmatory factor analysis (CFA) using AMOS, mediation models were assessed by following the Hayes process model procedure. The results indicate that organizational justice partially mediates the direct relationship between transformational and transactional leadership with employee performance in the HEIs sector of Pakistan. It is recommended that institutions need to take action to ensure that just and fair transformational leadership behavior is practiced to attain the desired employee performance in the HEIs. Full article
(This article belongs to the Special Issue Leadership in the Public Sector: From an International Perspective)
►▼ Show Figures

Figure 1

22 pages, 2070 KiB  
Article
Leadership and Turnover Intentions in a Public Hospital: The Mediating Effect of Organisational Commitment and Moderating Effect by Activity Department
by Patrícia Martins, Generosa Nascimento and Ana Moreira
Adm. Sci. 2023, 13(1), 18; https://doi.org/10.3390/admsci13010018 - 09 Jan 2023
Cited by 4 | Viewed by 3204
Abstract
This research aimed to study the effect of leadership (transformational and transactional) on turnover intentions and whether this relationship is mediated by organisational commitment and moderated by the department of activity. To this end, it was hypothesized that: (1) leadership has a negative [...] Read more.
This research aimed to study the effect of leadership (transformational and transactional) on turnover intentions and whether this relationship is mediated by organisational commitment and moderated by the department of activity. To this end, it was hypothesized that: (1) leadership has a negative and significant association with turnover intentions; (2) leadership has a positive and significant association with affective organisational commitment; (3) organisational commitment has a negative and significant association with turnover intentions; (4) organisational commitment has a mediating effect on the relationship between leadership and turnover intentions; (5) the department to which the employee belongs has a moderating effect on the relationship between leadership and organisational turnover intentions. The sample consists of 477 participants working at the Hospital Professor Doutor Fernando Fonseca (HFF) in Portugal, performing their functions in several departments. This is a quantitative, correlational, and cross-sectional study. The results indicate that transformational leadership has a negative and significant effect on turnover intentions and a positive and significant effect on affective and normative commitment. Transactional leadership negatively and significantly affects all three components of organisational commitment. Affective and normative commitment has a negative and significant effect on turnover intentions. Calculative commitment has a positive and significant effect on turnover intentions. Affective commitment and calculative commitment have a partial mediating effect on the relationship between transformational leadership and organisational turnover intentions. The department to which the employee belongs does not have a moderating effect on the relationship between leadership and turnover intentions. It has been proven that leadership plays an extremely important role in the smooth running of this hospital unit. Full article
(This article belongs to the Special Issue Leadership in the Public Sector: From an International Perspective)
►▼ Show Figures

Figure 1

9 pages, 389 KiB  
Article
The Organizational Commitment of Public Administrative Leaders and Their Subjective Career Success: Case of the Saudi Irrigation Organization
by Yahdih Semlali and Musaddag Elrayah
Adm. Sci. 2022, 12(4), 125; https://doi.org/10.3390/admsci12040125 - 28 Sep 2022
Cited by 1 | Viewed by 2095
Abstract
Organizational commitment is a vital topic in the management field. This quantitative study aims to gain insights into the main factors that affect a leader’s subjective career success and its relations with the level of commitment. The data in this study include all [...] Read more.
Organizational commitment is a vital topic in the management field. This quantitative study aims to gain insights into the main factors that affect a leader’s subjective career success and its relations with the level of commitment. The data in this study include all Saudi leaders who work at the Saudi Irrigation Organization. About 120 managers participated in this study. Primary data were collected through Mayer’s questionnaire, which was sent through the official work email. The questionnaire consists of 5 scale items to measure subjective career success, 8 scale items to measure affective commitment, 6 scale items to measure continuous commitment, and 8 scale items to measure normative commitment. This study used the quantitative survey research design. The findings show significant relationships between affective commitment and normative commitment and subjective career success. It also found no significant relationship between continuous commitment and subjective career success. Full article
(This article belongs to the Special Issue Leadership in the Public Sector: From an International Perspective)
►▼ Show Figures

Figure 1

15 pages, 1607 KiB  
Article
Seven Steps to Strategic SDG Sensemaking for Cities
by Ville Taajamaa, Minna Joensuu, Barbara Karanian and Luis Bettencourt
Adm. Sci. 2022, 12(1), 33; https://doi.org/10.3390/admsci12010033 - 17 Feb 2022
Cited by 5 | Viewed by 5163
Abstract
This practitioner paper is based on the need to make sense of UN Agenda 2030 and Sustainable Development Goals (SDGs) at the city level and in an urban context. We examine the need to explain how to utilise the SDGs in strategic, tactical [...] Read more.
This practitioner paper is based on the need to make sense of UN Agenda 2030 and Sustainable Development Goals (SDGs) at the city level and in an urban context. We examine the need to explain how to utilise the SDGs in strategic, tactical and operative urban development. We find that there are knowledge and practise gaps in how to localise SDGs in the urban context. This need and the lack of existing tools has led to the development of a strategic sensemaking process, which has been tested and developed with municipal and other practitioners, locally and globally. The paper presents findings from this process of development and from implementation pilots, including an SDG Sensemaking Tool (SST), a step by step iterative procedure to address these gaps. The main focus of this paper is the SDG Sensemaking process, which relies on analysing SDGs in relation to any given phenomena or project within or outside a city. The first results in this work-in-progress show that it contributes to an understanding on the complexity of how SDGs are related to the analysed phenomena, and catalyses the SDG localisation process, which helps make sense of how to navigate and measure progress in such complex environments. More research and applications are, however, needed, so as to further understand how urban governance can meet holistic, sustainable-development needs. Future work will, firstly, comprise further integrating SDGs into city-level strategies with a focus on the local, regional, national, and global impact on sustainable development and the actualisation of SDGs, and secondly, on further developing SST so that it can serve these purposes. Full article
(This article belongs to the Special Issue Leadership in the Public Sector: From an International Perspective)
►▼ Show Figures

Figure 1

22 pages, 1152 KiB  
Article
Impact of Emotional Intelligence on Organisational Performance: An Analysis in the Malaysian Public Administration
by Suganthi Supramaniam and Kuppusamy Singaravelloo
Adm. Sci. 2021, 11(3), 76; https://doi.org/10.3390/admsci11030076 - 26 Jul 2021
Cited by 16 | Viewed by 16618
Abstract
Organisations have shifted from traditional beliefs to the incorporation of agile methods for attaining high levels of performance through its established goals and objectives. Emotional intelligence (EI) is envisaged to contribute to the achievement of higher levels of performance. With the current global [...] Read more.
Organisations have shifted from traditional beliefs to the incorporation of agile methods for attaining high levels of performance through its established goals and objectives. Emotional intelligence (EI) is envisaged to contribute to the achievement of higher levels of performance. With the current global economic crisis and the pandemic situation, it has become very critical to achieve higher levels of performance with limited resources. Countries confront challenges by way of attaining a higher level of emotional maturity and realisation in order to sail through the current economic storm. The Administrative and Diplomatic Officers (ADOs) are seen to shoulder a heavy responsibility in materialising this shift. This study analyses the impact of EI on organisational performance (OP) in the Malaysian public sector. A survey instrumentation was distributed to 700 ADOs based in Putrajaya, within five selected ministries, obtaining 375 valid responses. The results attained, analysed using the SMART-PLS method, affirm the significant positive effect of EI on OP, suggesting the need for an increase in the EI of civil servants by including EI indicators and measures in the areas of recruitment, learning and development, workforce planning, succession planning, and organisational development. EI should actively be adopted to increase awareness and maturity, which would thus enable civil servants to embrace the current challenging agile environment. Full article
(This article belongs to the Special Issue Leadership in the Public Sector: From an International Perspective)
►▼ Show Figures

Figure 1

18 pages, 309 KiB  
Article
Breaking the Vicious Circle of Escalating Control: Connecting Politicians and Public Employees through Stewardship
by Tina Øllgaard Bentzen
Adm. Sci. 2021, 11(3), 63; https://doi.org/10.3390/admsci11030063 - 28 Jun 2021
Cited by 5 | Viewed by 2964
Abstract
Politicians applying general rules as a reaction to local failures has contributed to mushrooming control in the public sector, which has in turn spurred higher transactional costs and motivation crowding among public employees. Drawing on a qualitative case study in a Danish municipality, [...] Read more.
Politicians applying general rules as a reaction to local failures has contributed to mushrooming control in the public sector, which has in turn spurred higher transactional costs and motivation crowding among public employees. Drawing on a qualitative case study in a Danish municipality, this article explores the prospects and challenges for politicians of breaking the vicious circle of escalating control by adopting stewardship ideals into their leadership of the public employees. The results show that stewardship offers new opportunities for politicians, enabling better diagnosis of control problems, more robust control solutions, as well as a pronounced mobilization of employee support for those solutions. However, political competition, political discontinuity after elections, scandals in the press, resistance in the administration, and more diffuse decision-making processes pose potential challenges for politicians striving to tackle the problem of escalating control through stewardship. Full article
(This article belongs to the Special Issue Leadership in the Public Sector: From an International Perspective)
Show export options expand_more Show export options expand_less
Select all
Export citation of selected articles as:
 
Displaying articles 1-6
Back to TopTop