1. Introducing Public Administration Third Edition Chapter 9 . . . . . . . . . . . . . . . . . . . . . . Strategic Management in the Public Sector Jay Shaftitz & E. W. Russell Dr. Wasim Al-Habil.

2. Chapter Nine Leadership

3. Key Topics • What is Leadership? • Leadership and Management • Trait Theories • Transactional & Contingency &Transformational Leadership • Moral Leadership.

4. Leadership is “The exercise of authority, whether formal or informal, in directing and coordinating the work of others.”

5. What is leadership? • The best leaders are those who can simultaneously exercise both kinds of leadership: • the formal, based on the authority of rank or office, • and the informal, based on the willingness of others to give services to a person with special qualities of authority.

6. Leadership & Management • There is a difference between leadership and management. • Management involves power (formal authority) bestowed on the occupation of a position by a higher organizational authority. • Leadership, in contrast, cannot be bestowed by a higher authority – it must be earned.

7. What is charisma? • Charisma is leadership based on the compelling personality of the leader rather than upon formal position. • The word “charisma” is derived from the Greek word for diving grace. • The concept was first developed by Max Weber, who distinguished charismatic authority from both the traditional authority of a monarch and the legal authority given to someone by law.

8. Power and Leader • There are five major bases of power that a leader might have: • Expert power: Based on special knowledge or expertise. • Referent power: Based on the follower’s liking or admiring. • Reward power: Based on the leader’s ability to reward followers. • Legitimate power: Based on the perception that the leader has the legitimate right or authority to exercise influence over others. • Coercive power: Based on the follower’s fear to be punished.

9. Functions of Leaders • Chester Bernard in his 1938 The Functions of the Executive, defined three essential functions of leaders or executives: • To provide a system of communication. • To promote the securing of essential efforts. • To formulate and define the purposes of goals of an organization.

10. Trait Theories • Trait theory is an approach to leadership that assumes leaders possess traits that make them fundamentally different from followers. • Advocates of trait theory believe that some people have unique leadership characteristics and qualities that enable them to assume responsibilities not everyone can execute. • Therefore they are “born” leaders.

11. Transactional Approaches • Transactional approaches are any means of analyzing leadership style that focuses on how leaders interact, how they treat, those they seek to lead.

12. Contingency Approaches • Contingency theory is an approach to leadership asserting that leadership styles will vary in their effects in different situations. • The situation (not trait or styles themselves) determine whether a leadership style or a particular leader will be effective.

13. Contingency Approaches • Contingency theory stresses: • The type, structure, and purpose of the organization • The external environment in which the organization functions • The orientation, values, goals, and expectations of the leader, his superiors, and subordinates. • The expert or professional knowledge required of the position.

14. Transformational Leadership • Transformational leadership strives to change organizational culture and directions. • It reflects the ability of a leader to develop a values-based vision for the organization, to convert the vision into reality, and to maintain it over time.

15. Micromanagement