- List of Figures
- List of Tables
- List of Boxes
- List of Contributors
- Introductory Remarks
- Public Management: The Word, the Movement, the Science
- Public Management: A Concise History of the Field
- Bureaucracy in the Twenty-First Century
- Public and Private Management Compared
- Public Management, Democracy, and Politics
- Law and Public Administration
- Public Management as Ethics
- Public Accountability
- Economic Perspectives on Public Organizations
- Postmodern Public Administration
- Networks and Inter-Organizational Management: Challenging, Steering, Evaluation, and the Role of Public Actors in Public Management
- Whatever Happened to Public Administration?: Governance, Governance Everywhere
- Virtual Organizations
- The Theory of the Audit Explosion
- Public–Private Partnerships and Hybridity
- Decentralization: A Central Concept in Contemporary Public Management
- E-Government: A Challenge for Public Management
- Professionals in Public Service Organizations: Implications for Public Sector “Reforming”
- Rethinking Leadership in Public Organizations
- Organizational Cultures in the Public Services
- Performance Management
- Striving for Balance: Reforms in Human Resource Management
- Public Service Quality Improvement
- Budget and Accounting Reforms
- NGOS and Contracting
- Evaluation and Public Management
- International Public Management
- Management Consultancy
- Change and Continuity in the Continental Tradition of Public Management
- Author Index
Abstract and Keywords
The notion of leadership has a long history in the administrative sciences and in popular management writings. Leadership is at the heart of what seems to make things happen in groups, organizations, or societies. This article first provides an overview of some of the dominant conceptions of leadership in the scholarly literature on organizational behavior and management. It then examines previous treatments of this topic in the public administration literature before offering three alternative conceptions that merit further development. These conceptions are grounded in a series of novel developments in sociology and organization theory that can enrich thinking about leadership in public organizations because they recognize the pluralistic nature of the organizational context within which the leaders of public sector organizations operate as well as the dynamic and collective nature of leadership processes in these settings.
Jean-Louis Denis, Professeur titulaire, L'Universite de l'administration publique, Université de Montréal.
Ann Langley is Professor of Management at HEC Montréal and Canada Research Chair in strategic management in pluralistic settings. Her research focuses on strategic change, decision making, leadership, innovation, and the use of management tools in complex organizations with an emphasis on processual research approaches. She has published over 50 articles and two books. She is adjunct professor at the Norwegian School of Economics and Business Administration and the Department of Health Administration at University of Montréal.
Linda Rouleau, Associate Professor, Department of Management, HEC-Montréal.
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