Public service leadership: Opportunities for clarity and coherence

American Review of Public Administration

Volumn 36, Issue 4, 2006, Pages 362-374

  Van Slyke, David M ^a   Alexander, Robert W ^a  

^a SYRACUSE UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 33750478320     PISSN: 02750740     EISSN: 15523357     Source Type: Journal    
DOI: 10.1177/0275074006293628     Document Type: Conference Paper

References (36)

1. Blake, R. R., & Mouton, J. (1964). The managerial grid: Key orientations for achieving production through people. Houston, TX: Gulf.
2. Bozeman, B., & Rainey, H. G. (2000). Comparing public and private organizations: Empirical research and the power of a priori. Journal of Public Administration Research and Theory, 10 (2). 447-470.
3. Chemers, M. M. (1997). An integrative theory of leadership. Mahwah, NJ: Lawrence Erlbaum.
4. Coutu, D. L. (2004). Putting leaders on the couch. A conversation with Manfred F. R. Kets de Vries. Harvard Business Review, 82 (1). 64-71.
5. Fairholm, M. R. (2004). A new sciences outline for leadership development. Leadership & Organization Development Journal, 25, 369-383.
6. Fernandez, S. (2005). Developing and testing an integrative framework of public sector leadership: Evidence from the public education arena. Journal of Public Administration Research and Theory, 15, 197-217.
7. Fiedler, F. E. (1967). A theory of leadership effectiveness. New York: McGraw-Hill.
8. Fiedler, F. E. (1996). Research on leadership selection and training. Administrative Science Quarterly, 41, 241-251.
9. Goleman, D. (2000). Leadership that gets results. Harvard Business Review, March-April, 78-90.
10. Gordon, A., & Yukl, G. (2004). The future of leadership research: Challenges and opportunities. Zeitschrift für Personalforschung, 18, 359-365.
11. Graen, G. B. (1976). Role making processes within complex organizations. In M. D. Dunnette (Ed.), Handbook of industrial and organizational psychology (pp. 1201-1245). Chicago: Rand McNally.
12. Graen, G. B., & Cashman, J. F. (1975). A role making model of leadership in formal organizations: A developmental approach. In J. G. Hunt & L. L. Larson (Eds.), Leadership frontiers (pp. 143-165). Kent, OH: Kent State University Press.
13. Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 6, 219-247.
14. Hanges, P., & Shteynburg, G. (2004). Methodological challenges and solutions for leadership researchers. Zeitschrift für Personalforschung, 18, 346-358.
15. Hermann, M. G., & Hagan, J. D. (1998). International decision making: Leadership matters. Foreign Affairs, 110, 124-138.
16. Hersey, P., & Blanchard, K. H. (1969). Life-cycle theory of leadership. Training and Development Journal, 23, 26-34.
17. House, R. J. (1971). Path-goal theory of leader effectiveness. Administrative Science Quarterly, 16, 321-328.
18. Hunt, J. G. (1996). Leadership: A new synthesis. Newbury Park, CA: Sage.
19. Kets de Vries, M. F. R., & Miller, D. (1986). Personality, culture, and organization. Academy of Management Review, 11, 266-279.
20. Kirkpatrick, S. A., & Locke, E. A. (1991). Leadership: Do traits matter? The Executive, 5, 48-60.
21. Kotter, J. P. (1999). John P. Kotter on what leaders really do: A Harvard business review book. Cambridge, MA: Harvard Business School.
22. Lowe, K., & Gardner, W. (2001). Ten years of the leadership quarterly: Contributions and challenges for the future. Leadership Quarterly, 11, 459-514.
23. Mann, R. D. (1959). A review of the relationship between personality and performance in small groups. Psychological Bulletin, 56, 241-270.
24. Meier, K. J., & O'Toole, L. J., Jr. (2001). Managerial strategies and behavior in networks: A model with evidence from U.S. public education. Journal of Public Administration Research and Theory, 11, 271-295.
25. Meier, K. J., & O'Toole, L. J., Jr. (2002). Public management and organizational performance: The effect of managerial quality. Journal of Policy Analysis and Management, 21, 629-643.
26. Northouse, P. G. (1997). Leadership: Theory and practice. Thousand Oaks, CA: Sage.
27. Overman, E. S. (1996). The new science of administration: Chaos and quantum theory. Public Administration Review, 56, 487-491.
28. Rainey, H. G. (2003). Understanding and managing public organizations (3rd ed.). New York: John Wiley.
29. Robinson, S. E., & Dobeck, M. (2004). Public sector leadership theory: Avoiding a hasty "integration" (Political economy working papers). Dallas: University of Texas at Dallas.
30. Stogdill, R. M. (1948). Personal factors associated with leadership: A survey of the literature. Journal of Psychology, 25, 35-71.
31. Stogdill, R. M. (1974). Handbook of leadership: A survey of theory and research. New York: Free Press.
32. Stumpf, S. A. (1996). Applying new science theories in leadership development activities. Journal of Management Development, 14 (5). 39-49.
33. Van Slyke, D. M. (2003). The mythology of privatization in contracting for social services. Public Administration Review, 63, 277-296.
34. Van Wart, M. (2005). Dynamics of leadership in public service: Theory and practice. Armonk, NY: M. E. Sharpe.
35. Wheatley, M. J. (1992). Leadership and the new science. San Francisco: Berrett-Koehler.
36. Yukl, G. (1998). Leadership in organizations (4th ed.). New York: Prentice Hall.