Foxes and Lions: How Institutional Leaders Keep Organisational Integrity and Introduce Change

Askeland, Harald

doi:10.1007/978-3-030-37748-9_7

Cited by 4 publications

(4 citation statements)

References 23 publications

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“…The textual data also give evidence of the central bank's readiness to utilize additional administrative and policy measures, if needed, to mitigate the impacts of the crisis. This propensity of the central bank to implement new measures in response to emergent threats in the economy while not deviating from the core mandate of monetary policy leadership seems to align with the notion of innovative institutional leadership (Selznick, 1957; Strumińska-Kutra and Askeland, 2020). The Bank of Ghana is closely monitoring developments as regards the impact of COVID-19 on the domestic economy, and will not hesitate to convene an emergency meeting to deliberate on other measures, if required.…”

Section: Resultsmentioning

confidence: 97%

“…However, an organization may overemphasize actions that maintain consistency with its core values, and it may struggle to meet new challenges because institutional precedents may be insufficient in addressing emergent crises. Innovative institutional leadership, therefore, recognizes the need for new practices and offers organizational space where these value-based practices can be implemented along with older practices to solve emergent problems (Strumińska-Kutra and Askeland, 2020).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Studies on leadership theory have also incorporated ideas on institutional leadership. An institution may be defined as the set of core values that infuse an organization with a greater sense of legitimacy and indispensability in the public sector (Selznick, 1957). Accordingly, institutional leadership entails a commitment to maintaining the core values of an organization and developing external support mechanisms to enhance the organization's legitimacy and overcome external threats to achieving its mission (Washington et al, 2008).…”

Section: Literature Reviewmentioning

confidence: 99%

“…With the coronavirus pandemic, the scope and depth of the crisis required public service organizations and their leaders to provide adaptive leadership traits that demonstrate longestablished criteria for effective public sector leadership, including early recognition, sensemaking, critical decision-making, vertical and horizontal coordination, communication, rendering accountability, learning and enhancing resilience (Boin et al, 2013;Mergel et al, 2021). The pandemic also highlighted the need for public sector organizations and their leaders to demonstrate innovative institutional leadership by implementing new strategies in response to emergent challenges, while not deviating from the core values of the organization (Selznick, 1957;Washington et al, 2008;Strumi nska-Kutra and Askeland, 2020).…”

Section: Introductionmentioning

confidence: 99%

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Public sector leadership during the COVID-19 crisis in Ghana

Dzigbede

Ivanov

2023

IJPL

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PurposeThis article examines public sector leadership during the economic crisis caused by the coronavirus pandemic in Ghana. It focuses on the Bank of Ghana – the nation's central bank responsible for monetary policy and financial sector leadership – and examines the critical leadership attributes that the central bank demonstrated through its administrative and policy responses to the crisis.Design/methodology/approachText-based content analysis is the method of investigation in this study. The analysis relies on textual data from the Bank of Ghana's monetary policy committee press briefings. The textual data are analyzed in three steps, namely pre-analysis, analysis and interpretation to identify patterns, themes and emphases and to make inferences about the central bank's public sector leadership during the coronavirus crisis in Ghana.FindingsThe findings from textual analysis of monetary policy committee press briefings show that the central bank demonstrated several criteria of effective public service leadership during the crisis, namely sensemaking, critical decision-making, communication, accountability, adaptability and, to an extent, learning. However, the textual evidence suggests that the Bank of Ghana needs to broaden its collaboration and coordination across a wider spectrum of stakeholders in economic crisis management, while not compromising its policy independence.Originality/valueThis article contributes to the emerging literature on public sector leadership during the COVID-19 crisis. It provides a unique perspective on public sector leadership through the lens of economic crisis management in a developing country context.

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Section: Resultsmentioning

confidence: 97%

Section: Literature Reviewmentioning

confidence: 99%