The Leadership Effectiveness in the Process of Planned Organizational Change

Song, Younhyun

doi:10.1007/s11115-009-0075-x

Cited by 7 publications

(7 citation statements)

References 49 publications

(45 reference statements)

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“…The authors' analysis (based on a sample of 6900 US federal employees) revealed that when subordinates perceive that their leaders use a combination of transformational leadership and rewards for intrinsic motivation, it decreases turnover intentions and has a positive influence on performance, satisfaction and the quality of work (Park and Rainey, 2008). Many other authors have studied the impact of leadership on different outcomes rather than performance, but the results were not fully satisfactory and yielded no statistical significance (Javidan and Waldman, 2003;Song, 2010).…”

Section: What Is the Best Leadership Style To Use?mentioning

confidence: 98%

Public sector leadership: new perspectives for research and practice

Orazi

Turrini

Valotti

2013

International Review of Administrative Sciences

155

145

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In this article, we aim to portray the state of the art in public sector leadership in order to recommend directions for research and training practice. To this end, we review the scattered strands of literature on public sector leadership (PSL) and classify them in a single framework. The results of the study suggest that public sector leadership is emerging as a distinctive and autonomous domain in public administration/public management studies, although the debate is still underdeveloped compared to business administration studies. Leadership skills truly do matter in improving the performance of public sector organizations, and it is highly likely that the optimum leadership style is an integrated one: Public sector leaders should behave mainly as transformational leaders, moderately leveraging transactional relationships with their followers and heavily leveraging the importance of preserving integrity and ethics in the fulfillment of tasks. Points for practitioners This study on public leadership suggests that administrative leaders in the public sector behave differently from their counterparts in the business world, and as a result there is a great need for leadership development programs which focus on these differences instead of merely mimicking programs designed for leaders in the private sector.

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Section: What Is the Best Leadership Style To Use?mentioning

confidence: 98%

Public sector leadership: new perspectives for research and practice

Orazi

Turrini

Valotti

2013

International Review of Administrative Sciences

155

145

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“…Plausible and well-grounded strategic planning is another crucial aspect that institutions and organizations should focus on and implement ( 22 , 32 , 54 , 59 , 64 , 73 , 76 , 84 ). Institutions should be built by design, not by chance ( 75 ).…”

Section: Resultsmentioning

confidence: 99%

“…Leaders and managers should identify and address staff needs, providing feedback for the accomplishments and tangible changes achieved in the institution building processes ( 60 ). Yet, cultural aspects and local management settings should be taken into account: even if many authors describe that the introduction of “team-based” management and optimization of processes may improve the governance and management of an institution ( 31 , 54 ), Song ( 64 ) shows that such strategy may not be effective in a historical hierarchical administration setting. Leaders can encounter challenges to convince staff that changes are possible and can be positive, and that “new autonomies” for staff due to decentralization process demand higher accountability of results at lower levels – yet, these processes can be facilitated ( 79 ).…”

Section: Resultsmentioning

confidence: 99%

Strengthening national public health institutes: a systematic review on institution building in the public sector

Brugnara,

Jaramillo,

Olarte-Peña

et al. 2023

Front. Public Health

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IntroductionStrong and efficient institutions are vital to the development of well-functioning governments and strong societies. The term “institution building” encompasses the creation, support, development, and strengthening of organizations and institutions. Still, there is little aggregated evidence on “institution building” considering a wider system-thinking approach, best practices, or development cooperation specifically in the field of public health. In 2007, the International Association of National Public Health Institutes (IANPHI) created a guiding Framework that countries may use for developing National Public Health Institutes (NPHIs). This Framework is currently being revised.MethodsIn this context, we conducted a systematic review to facilitate this revision with recent evidence on institution building and its potential contribution to NPHI. We followed the PRISMA guidelines for systematic reviews, searching for relevant publications in seven scientific databases (Pubmed, VHL/LILACS, EconLit, Google Scholar, Web of Science, World Affairs Online, ECONBIZ) and four libraries (World Bank; European Health for All database of the World Health Organization European Region, WHO; Organization for Economic Cooperation and Development, OECD; and the African Union Common Repository). The search was carried out in October 2021. We used the “framework analysis” tool for systematically processing documents according to key themes.ResultsAs a result, we identified 3,015 records, of which we included 62 documents in the final review. This systematic review fills a major gap of aggregated information on institution building in the field of public health and National Public Health Institutes. It is to our knowledge the first systematic review of this kind. The overriding result is the identification and definition of six domains of institution building in the health sector: “governance,” “knowledge and innovation,” “inter-institutional cooperation,” “monitoring and control,” “participation,” and “sustainability and context-specific adaptability.”DiscussionOur results show that the described domains are highly relevant to the public health sector, and that managers and the scientific community recognize their importance. Still, they are often not applied consistently when creating or developing NPHIs. We conclude that organizations engaged in institution building of NPHIs, including IANPHI, may greatly benefit from state-of-the-art research on institution building as presented in this study.

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“…Bu durum, lider ve takipçileri arasında düşük düzeyde bir etkileşimin oluşması sonucunu doğuracaktır. Tam tersi bir durumda örgütsel değişimin faydalı olacağına dair çalışanlarda oluşan duygular, beraberinde davranışsal birtakım olumlu değişimler doğuracak ve çalışanların yöneticilere olan güvenlerini arttırarak yüksek düzeyde lider-üye etkileşimini beraberinde getirecektir (Song, 2009). Eğer çalışanlar değişim süresince yöneticilerinde iyilik ve adalete yönelik olumlu duygular algılıyorsa, onların yöneticilerine olan bağlılıkları artacaktır ve bu durum güçlü bir lider-üye etkileşiminin kurulmasını sağlayacaktır (Brown, 2007).…”

Section: öRgütsel Değişim Ve Lider-üye Etkileşimiunclassified

Otel İşletmeleri̇nde İş Güvencesi̇zli̇ği̇ni̇n Yordayicisi Olarak Örgütsel Deği̇şi̇m Algisi: Li̇der-Üye Etki̇leşi̇mi̇ni̇n Araci Rolü

Özkoç¹

2017

ASOS

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Bu çalışma, otel işletmelerinde örgütsel değişim algısı ile iş güvencesizliği ilişkisini ele alarak, bu ilişkinin şiddetini azaltmada lider-üye etkileşiminin ne derece aracı rol üstlendiğini sorgulamaktadır. Çalışma kapsamında hazırlanan anket formu, Alanya'da faaliyet gösteren otel işletmeleri çalışanlarına uygulanmıştır. Elde edilen istatistiki veriler sonucunda, değişkenlerarası ilişkilerden yola çıkılarak oluşturulan yapısal eşitlik modelini test etmek amacıyla geliştirilen üç araştırma hipotezinin tamamı kabul edilmiştir. Elde edilen bulgular, otel işletmelerinde çalışanların örgütsel değişime yönelik algılarının olumsuz, iş güvencesizliği algılarının yüksek, lider-üye etkileşiminin ise orta düzeyde olduğunu göstermektedir. Yine yüksek düzeyde örgütsel değişim kaygısının iş güvencesizliğini tetiklediği, ancak bu olumsuz etkinin şiddetini azaltmada lider-üye etkileşimi düzeyinin kısmi aracılık rolü üstlendiği tespit edilmiştir.

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The Leadership Effectiveness in the Process of Planned Organizational Change

Abstract: Change-oriented leadership, Leader–member exchange, Team-building, Planned organizational change, Organizational context,

Cited by 7 publications

References 49 publications

Public sector leadership: new perspectives for research and practice

Public sector leadership: new perspectives for research and practice

Strengthening national public health institutes: a systematic review on institution building in the public sector

Otel İşletmeleri̇nde İş Güvencesi̇zli̇ği̇ni̇n Yordayicisi Olarak Örgütsel Deği̇şi̇m Algisi: Li̇der-Üye Etki̇leşi̇mi̇ni̇n Araci Rolü

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