Civic capacity: Building on transformational leadership to explain successful integrative public leadership

Sun, Peter Yih‐Tong; Anderson, Marc H.

doi:10.1016/j.leaqua.2011.05.018

Cited by 69 publications

(59 citation statements)

References 95 publications

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“…With its focus on encouraging innovation to serve the common good, transformational leadership may be an appropriate approach for public integrative leadership, which is focused on solving public problems and achieving common welfare for society (Sun and Anderson 2012). Public service motivation amongst employees is reinforced and impacted by transformational leadership when these leaders clarify organizational mission and goals through a public service lens (Wright et al 2012).…”

Section: Introductionmentioning

confidence: 99%

Exploring the Neuropsychological Antecedents of Transformational Leadership: the Role of Executive Function

Ramchandran

Colbert

Brown

et al. 2016

Adaptive Human Behavior and Physiology

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This research explores brain-behavior relationships in prosocial, effective leadership by introducing executive function (higher-order brain function) as an individual difference. One hundred and five mid-level and senior managers were assessed on scientifically-valid neuropsychological tests that capture important dimensions of executive function. Two dimensions of executive function, control (inhibition of pre-potent response, flexible thinking) and decision-making, interacted to predict transformational leadership. This effect was found controlling for the extant antecedents of extraversion and general mental ability. Specifically, transformational leadership was associated with (1) high inhibition of pre-potent response in the presence of low-risk decision-making, and (2) either mental flexibility or low-risk decision-making, interchangeably. This suggests that the relationship between various executive function constructs and leadership is complex, and strengths in some cognitive capacities can substitute for limitations in others. Implications of the role of these interactions in facilitating transformational leadership are discussed.

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Section: Introductionmentioning

confidence: 99%

Exploring the Neuropsychological Antecedents of Transformational Leadership: the Role of Executive Function

Ramchandran

Colbert

Brown

et al. 2016

Adaptive Human Behavior and Physiology

View full text Add to dashboard Cite

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“…A transformational leader performs leadership involving an interactive relationship with his or her followers using two elements; making followers more aware of the importance and value of task outcomes and transcending their own self-interests for the sake of the team. Through this process, both a transformational leader and his/her followers pursue self-actualization -a common goal of any team (Sun and Anderson, 2011). This IJSHE 18,2 self-actualization process requires a transformational leader to be both visionary in introducing radical changes wherever necessary to achieve.…”

Section: )mentioning

confidence: 99%

Education and capacity building with research: a possible case for Future Earth

Fukushima

Ishimura

Komasinski

et al. 2017

IJSHE

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Design/methodology/approach -This paper reviewed backgrounds and necessary items for education and capacity buildings in Future Earth projects by implementing three main priorities in Future Earth and current surrounding environments.Findings -This paper then suggested a possible structure, competencies, contents and human resources for education and capacity building and education for Future Earth.Originality/value -The suggestions can be implemented in capacity building and education programs associated with Future Earth.

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“…Similarly, others have applied the concepts in Ospina and Foldy's (2010) research to a variety of areas, from studies of particular leadership theories, such as relational leadership (Cunliffe & Eriksen, 2011), to theory-building work addressing the need for civic capacity in public leadership (Sun & Anderson, 2012). More broadly, leadership research increasingly investigates the nature of leadership in public multi-sector situations (Sun & Anderson, 2012). This research often builds on the same work on which we base this study (Grint, 2005;Ospina & Foldy, 2010).…”

Section: Literature Reviewmentioning

confidence: 99%

Collaborative and Transformational Leadership in the Environmental Realm

Ardoin

Gould

Kelsey³

et al. 2014

Journal of Environmental Policy & Planning

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The environmental sector is often characterized by 'wicked' problems: problems that are ever-changing and difficult to define, have multiple causes and affected parties, and lack a clear solution. To explore scholars' suggestion that wicked problems necessitate leadership that is collaborative and transformational, this study analyses how community-based environmental leaders-those who emerge from community need and are propelled to address pressing environmental issues-discuss their leadership styles. Drawing on data gathered through narrative interviews with 12 leaders from diverse sectors in the San Francisco Bay Area (California, USA), we use a leadership typology to consider the role of collaborative, participatory, and transformational leadership styles. We found that the majority of leaders describe their work as collaborative and transformational, but that almost all respondents also discussed an equally transformational, but less than fully collaborative/participatory, style. Interviewees also described three kinds of leadership work suggested as key components of transformational and collaborative leadership: bridging difference, reframing discourse, and unleashing human energies. We reflect on these findings as they relate to recent work on participatory processes in environmental management; the importance of relationships, trust, and meaning in leadership; and the role of learning in environmental behaviour and management.

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Civic capacity: Building on transformational leadership to explain successful integrative public leadership

Cited by 69 publications

References 95 publications

Exploring the Neuropsychological Antecedents of Transformational Leadership: the Role of Executive Function

Exploring the Neuropsychological Antecedents of Transformational Leadership: the Role of Executive Function

Education and capacity building with research: a possible case for Future Earth

Collaborative and Transformational Leadership in the Environmental Realm

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