Araştırma Makalesi

TYPES OF LEADERSHIP THAT ARE MORE SUITABLE FOR PUBLIC SERVICE ORGANIZATIONS

Cilt: 5 Sayı: 13 11 Mayıs 2018
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TYPES OF LEADERSHIP THAT ARE MORE SUITABLE FOR PUBLIC SERVICE ORGANIZATIONS

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Abstract

The main aim of this paper is to present and discuss decision-making views of different leadership theories namely ethical, authentic, transformational, zeitgeist, responsible, politically intelligent and charismatic. While doing so, the question of what types of leader are more suitable for public services organization is trying to be answered by focusing mainly on education and health service organizations. The paper claims that as different types of leadership theories take various issue into consideration in decision making, the outcomes of the decisions are likely to become diverse as well. Furthermore, regarding decision-making it is content that the leaders who tend to consider the ethical values and the stakeholders’ views seem to be more likely to be appropriate for public service organizations compare to other types which is mentioned throughout this paper.



Anahtar Kelimeler

Kaynakça

  1. References Avolio, B., Luthans, F. & Walumbwa F. O. (2004) Authentic Leadership: Theory Building for Veritable Sustained Performance Working paper, Gallup Leadership Institute, University of Nebraska, Lincoln Baeza, J. I. (2005). Restructuring The Medical Profession The Intraprofessional Relations of GPs and Hospital Consultants. McGraw-Hill Education (UK). Bass, B. M. Steidlmeier P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10 (2), 181-217. Brown, M. E., Treviño, L. K. and Harrison D. (2005). Ethical leadership: A social learning perspective for construct development and testing, Organizational Behavior and Human Decision Processes, 97(2), 117-134. Burns J. M. (1978) Leadership Harper & Row, New York. Cleek, M. A., Leonard, S. L. (1998). Can Corporate Codes of Ethics Influence Behaviour, Journal of Business Ethics, 17(6), 619-630. Kanungo, R. N., & Mendonca M. (1996) Ethical dimensions of leadership, Sage, Thousand Oaks, CA Khurana, R. (2002). The Curse of the Superstar CEO. Harvard Business Review, 80(9), 60-66. Kramer, R. M. (2006). The Great Intimidators, Harvard Business Review, 84(2), 88-96. Maak, T., Pless, N. M. (2006). Responsible Leadership in a Stakeholder Society - A Relational Perspective, Journal of Business Ethics, 66(1), 99-115. Mayo, A. J., Nohria, N. (2005). Zeitgeist Leadership, Harvard Business Review, 83(10), 45-60. Nadler, D. A., & Tushman, M. L. (1994). Beyond the Charismatic Leader: Leadership and Organizational Change. In C. E. Schneier, C. J. Russel, R. W. Beatty, & L. S. Baird, the training and development of sourcebook (pp. 278-292). Massachusetts: Human Resource Development Press. Parry, K. W., & Bryman, A. (2006). Leadership in Organizations. In S. R. Clegg, C. Hardy, T. B. Lawrance, & W. R. Nord, The Sage Handbook of Organization Studies (pp. 447-468). London: Sage. Pelletier, K. L., Bligh, M. C. (2006). Rebounding from Corruption: Perceptions of Ethics Program Effectiveness in a Public Sector Organization, Journal of Business Ethics, 67(4), 359-374. Pless, N.M. and Maak, T. (2005). Relational Intelligence for Leading Responsibly in a Connected World, in K. M. Weaver (ed.), Proceedings of the Sixty-fifth Annual Meeting of the Academy of Management (Honolulu, HI). Salovey, P., Mayer, J. D., (1990). Emotional Intelligence, Imagination, Cognition and Personality, 9(3), 185-211. Treviño, L. K., Brown, M. E. (2006). Ethical leadership: A review and future directions, The Leadership Quarterly, 17(6), 595-616. Treviño, L. K., Brown, M., and Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite, Human Relations, 56(1), 5-37. Vroom, V. H., & Yetten, P. W. (1973). Leadesrhip and Desicion Making. London: University of Pittsburg Press. Woods, P. A., Woods, G. J. (2004). Modernizing leadership through private participation: a marriage of inconvenience with public ethos?, Journal of Education Policy, 19(6), 643-672.

Ayrıntılar

Birincil Dil

İngilizce

Konular

-

Bölüm

Araştırma Makalesi

Yayımlanma Tarihi

11 Mayıs 2018

Gönderilme Tarihi

11 Ocak 2018

Kabul Tarihi

17 Nisan 2018

Yayımlandığı Sayı

Yıl 2018 Cilt: 5 Sayı: 13

Kaynak Göster

APA
Yılmaz, İ. (2018). TYPES OF LEADERSHIP THAT ARE MORE SUITABLE FOR PUBLIC SERVICE ORGANIZATIONS. Gazi Üniversitesi Sosyal Bilimler Dergisi, 5(13), 314-321. https://izlik.org/JA74ZD38GP
AMA
1.Yılmaz İ. TYPES OF LEADERSHIP THAT ARE MORE SUITABLE FOR PUBLIC SERVICE ORGANIZATIONS. ASBİDER. 2018;5(13):314-321. https://izlik.org/JA74ZD38GP
Chicago
Yılmaz, İbrahim. 2018. “TYPES OF LEADERSHIP THAT ARE MORE SUITABLE FOR PUBLIC SERVICE ORGANIZATIONS”. Gazi Üniversitesi Sosyal Bilimler Dergisi 5 (13): 314-21. https://izlik.org/JA74ZD38GP.
EndNote
Yılmaz İ (01 Mayıs 2018) TYPES OF LEADERSHIP THAT ARE MORE SUITABLE FOR PUBLIC SERVICE ORGANIZATIONS. Gazi Üniversitesi Sosyal Bilimler Dergisi 5 13 314–321.
IEEE
[1]İ. Yılmaz, “TYPES OF LEADERSHIP THAT ARE MORE SUITABLE FOR PUBLIC SERVICE ORGANIZATIONS”, ASBİDER, c. 5, sy 13, ss. 314–321, May. 2018, [çevrimiçi]. Erişim adresi: https://izlik.org/JA74ZD38GP
ISNAD
Yılmaz, İbrahim. “TYPES OF LEADERSHIP THAT ARE MORE SUITABLE FOR PUBLIC SERVICE ORGANIZATIONS”. Gazi Üniversitesi Sosyal Bilimler Dergisi 5/13 (01 Mayıs 2018): 314-321. https://izlik.org/JA74ZD38GP.
JAMA
1.Yılmaz İ. TYPES OF LEADERSHIP THAT ARE MORE SUITABLE FOR PUBLIC SERVICE ORGANIZATIONS. ASBİDER. 2018;5:314–321.
MLA
Yılmaz, İbrahim. “TYPES OF LEADERSHIP THAT ARE MORE SUITABLE FOR PUBLIC SERVICE ORGANIZATIONS”. Gazi Üniversitesi Sosyal Bilimler Dergisi, c. 5, sy 13, Mayıs 2018, ss. 314-21, https://izlik.org/JA74ZD38GP.
Vancouver
1.İbrahim Yılmaz. TYPES OF LEADERSHIP THAT ARE MORE SUITABLE FOR PUBLIC SERVICE ORGANIZATIONS. ASBİDER [Internet]. 01 Mayıs 2018;5(13):314-21. Erişim adresi: https://izlik.org/JA74ZD38GP