The Trusted Leader: Building the Relationships That Make Government Work

Ronayne, Peter; Reeher, Grant; Newell, Terry

doi:10.4135/9781506335667

Cited by 13 publications

(10 citation statements)

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“…Other names include “facilitative leadership,” “adaptive leadership,” “integral leadership,” and “catalytic leadership,” among others. Collaborative leadership focuses on power sharing among organizations (e.g., Crosby and Bryson ; Newell, Reeher, and Ronayne ). It deemphasizes the roles of both leaders and followers in order to emphasize the needs of the network, system, environment, or community, resulting in a collaborative style (Jackson and Stainsby ; Kettl ).…”

Section: Horizontal and Collaborative Leadership Theory: Leaders Needmentioning

confidence: 99%

Lessons from Leadership Theory and the Contemporary Challenges of Leaders

Wart

2013

Public Administration Review

202

128

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Leadership theories and the academic literature can sometimes seem difficult for practitioners to understand because of complex conceptualizations, obscure terms, and its enormousness. Yet taken as a whole, the literature makes a great deal of sense and has much to offer. Indeed, the truths are often quite simple, elegant, and straightforward. The purpose of this article is to review the major findings of the organizational leadership literature and to identify the important overarching insights, specifically those of particular importance to today's leaders in administrative positions in the public sector, where an evolving context constantly reconfigures age‐old challenges.

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Section: Horizontal and Collaborative Leadership Theory: Leaders Needmentioning

confidence: 99%

Lessons from Leadership Theory and the Contemporary Challenges of Leaders

Wart

2013

Public Administration Review

202

128

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“…Achieving networked governance that improves service delivery by heightening the use of tools and techniques designed to empower public administration professionals are both required steps to meet this overall goal. Developing public sector leadership capable of reaching this destination is a critical element for success ( Jreisat, 2009b, p. 10-11;Newell et al, 2012). Unsurprisingly, interest in the development of leaders, and the practice of leadership, has grown in MENA over the last two decades.…”

Section: Developing Leaders and Leadership Skills To Meet Mena Needsmentioning

confidence: 99%

“…If anything, the future requires a means of channeling this energy toward effective use, rather than impeding it further with combustible effect. Building trust and confidence in government is required for this purpose (Newell, Reeher, & Ronayne, ; Terry, ). Fortunately, part of the solution to this problem is known in general terms—leadership matters.…”

mentioning

confidence: 99%

Under New Management: What the Arab Spring Tells Us About Leadership Needs in the Middle East and North Africa

Mameli

2013

Digest Mid East Studies

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Leadership analysis examines how political heads and managers of public sector organizations can employ styles that will dovetail with the aspirations and energy of their country's inhabitants. Uncovering leadership models capable of channeling growth and productivity in this manner within Arab Middle East and North Africa (MENA) settings is essential to the stability of the region. Turbulent change in a globalizing environment continues to deepen this realization. And the ongoing effects of the Arab Spring highlight the importance of such an undertaking. Clearing a path toward establishing the necessary cultural congruence among administrative processes, tools, solutions, and people is a prerequisite to success that rests on identifying indigenously acceptable approaches to change. Engaging authentic leadership to guide successful achievement of new public management and new public governance goals offers one way to both envision and construct ongoing balance in the future.

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“…It should be noted that, first, citizens' trust in government relies in part on having an effective and accountable government. As highly efficient and accountable public agencies usually have a high level of trust among their members, leaders should develop organizational trust that can motivate their subordinates who are committed to the organizational missions and goals (Dirks & Ferrin, 2002;Newell et al, 2008); that is, interpersonal trust among organization members serves as a foundation for building trust at an organizational level, which in turn helps build public or citizens' trust. Although this research focused on investigating the issue of trust from an internal perspective-that of administrators within federal agencies-both internal trust (trust within government organizations) and external trust (citizens' trust in government and trust among nonprofit and government organizations) are critical to increasing public sector performance, efficiency, and accountability.…”

Section: Managerial Implicationsmentioning

confidence: 99%

Toward the Trusted Public Organization

Park

2011

The American Review of Public Administration

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The purpose of this study is to probe the main determinants of organizational trust, as identified in the relevant literature: cognition-based (i.e., rational) trust and affect-based (i.e., relational) trust. This study explores the nature of trust among public employees and identifies important antecedents and moderating conditions based on systematic and rigorous empirical research. Using large data sets from Merit Principles Survey (MPS) and Best Places to Work (BPTW), as well as drawing upon the scholarly works from several disciplines, this study develops an antecedenttrust model and analyzes the different types of antecedents of organizational trust in the public sector at a hierarchical and multilevel ordering structure. The focus of the study is empirically testing the effects of vertical and shared leadership behaviors and work motivation attributes on organizational trust within U.S. federal agencies. In addition, the moderating impact of leadership on the relationship between work motivation and organizational trust is examined. This research finds that some of these predictors and moderators (e.g., vertical and shared leadership behaviors) play significant roles in fostering organizational trust directly and indirectly. Based on a discussion of the main findings, research and practical implications for public management theory and practice are provided.

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The Trusted Leader: Building the Relationships That Make Government Work

Cited by 13 publications

References 0 publications

Lessons from Leadership Theory and the Contemporary Challenges of Leaders

Lessons from Leadership Theory and the Contemporary Challenges of Leaders

Under New Management: What the Arab Spring Tells Us About Leadership Needs in the Middle East and North Africa

Toward the Trusted Public Organization

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