Engaged Leadership: The New Public Service Managerialism

In summary of Kris Cole’s work, “Change in Management” chapter 15, the writer first started the introduction with questions that are also an over view. A good manager should have the knowledge to answer these questions and adapt this information to whichever system they may face. This simple goal here is for the reader find answers to these questions throughout the chapter and to engage the reader in a sub assessment. The 2nd part of the introduction is a small scenario of a lower manager that has received information about a new system being implemented. She realizes the changes will be more exciting and better use of

West, M., Eckert, R., Steward, K., & Pasmore, B. (2014). Developing collective leadership for health care. London: The King’s

Leadership can be interpreted in many different ways and styles. In the Unit discussions it is taught that the term leadership can be broken down into an array of different styles. These styles include: Power Model, Administrative Model, Transformative Model, Smaller Agency, Midsized Agency, Large-sized Agency, Homogenous Community, Heterogeneous Community, and Metropolitan Community. While going more in depth with the functions of these models, the Transformative Model correlates the best with this personal leadership portrait. Considering the tasks that public service workers are responsible for, the transformative model would be best suited for a leader in this field.

The first issue is the leadership styles of the former CEO of Sunrise Regional Council. There is always confusion between the definition of management and leadership in organisations. While “management promotes stability, order, and problem solving within the existing organisational structure and systems;

The purpose of this essay is to show the similarities and differences with managing organizational changes. Additionally, the essay provides a rational explanation to show through illustration and examples, the lack of details in the book. Charles Duhigg's, definitions in the book, "The Power of Habits" gives a false description of the steps that are needed to make such large changes within an organization. He fails to mention the importance of taking a closer and careful look at the cause and effects for the organizational need, while remembering to focus on the structural, physical, and the emotional changes in an organization.

Management and leadership are not the same thing, however they are interrelated and complementary. Shafritz, Russell and Borick (2010, pp. 361-362) state, “Leadership is the exercise of authority, whether formal or informal in directing and coordinating the work of others. Management involves power (usually formal authority) …with the power of management comes responsibility and accountability for the use of organizational resources.” In order be transformed, the Postal Service needed to implement new management ideas combined with the pioneering concepts of new leadership.

Studying leadership is important in public administration because “in organizations, effective leadership provides higher-quality and more efficient goods and services; it provides a sense of cohesiveness, personal development, and higher levels of satisfaction among those conducting the work.” (Van Wart, 2003). The study of leadership in public administration is also important in that public administrators have to be involved with many different levels the administrations. Because of this involvement, they must be able to connect the different levels of the administration with their leadership. Secondly, the leadership skills of a public administrator must be strong enough to deal with the multifaceted

Whilst old school managers tend to have a reputation for being too dour and poor at recognition there is a danger that new breed managers can be just the opposite. In their quest for a happy working environment and a

The authors addressed three main points the what, when and how of these theories will be analyzed. The authors suggest that public organizations are not as bureaucratic as stereotypically believed and that the performance measures in place support higher levels of transformational leadership in these organizations. (Wright & Pandey 2009). The standards are tested regarding transformational leadership. The veracity by which the authors discuss transformation leadership intends to leave the reader to draw their own conclusions.

Change is in our life. In your working life, a new manager can change the way you have worked all of your working life. In your dairy life, just raining can make you change your all day plan. Organisations also cannot escape from change. Organisations are forced to change by both internal factors such as a new person in managerial position, the desire to develop the employees’ performance, and external factors such as technology, globalisation, the desire of clients, and the business competition (Alvesson and Sveningsson, 2008, p. 14, Hodges, 2016, pp. 15-20). An organisation seems to be as a small society where consists of many people in different tasks of jobs and these people are from different background. However, all these people have to work together and they are important mechanisms that drive the organisation to achieve the organisational goals. Thus, organisational change inevitably involves people in all level of the organisation. The organisational change always comes along the employees’ resistance. The employees tend to think about the impact of change on them. Will they get benefits or troubles from the change? Will the results of the change be the same as the managers inform? Understanding why the employees resist change will lead to the successful organisational change.

There has been much debate over the difference between an effective manager and an effective leader. There is strong evidence that there are definitely distinguishable characteristics between the two. However, they both involve the process of influencing a group of individuals toward a common goal. Some argue that leaders take an organization into the future while managers are more concerned with the day-to-day process of getting the job done. The one thing all researchers seem to agree on is that a successful organization cannot have one without the other and all organizations, public and private, need strong leaders to survive and stay competitive. There is also common agreement that effective leaders possess the following characteristics: a vision, strategies to sell and achieve the vision, inspiration to motivate and inspire others toward the vision, innovation, passion, and focuses on the people. Additionally, with limited autonomy, public managers must skillfully navigate through the challenges and opportunities presented by their internal and external environments. In other words, they must be responsive in the exercise and use of their managerial craft. Conversely, a culture of weak leadership can result in damage to the organization’s credibility and reputation, and negative staff morale.

Success in organizations requires capable leadership and management leaders. Every company, organization, and foundation has a specific goal to reach. The best way to achieve this goal is to have a good leadership and capable management leaders. Good leadership in Public administration is about good governance, collaboration with stakeholders outside of office, creating value for the public, and maximizing the potential presented by opportunities. Every organization would like to maximize the potential of its human capital and empower them to do better.

As we advanced from the 20th century to the 21st century many of our ideas, outlooks, and information we knew about the world changed and progressed greatly. This is also true for how we as a civilization viewed management, progressed and continued to progress in bettering our management practices. This book analyzes old and new assumptions of management practices along with the reality that comes with the new strategies. The author also describes that as we go through these changes a leader that knows how to work with change is important to have to get passed the many information challenges. Drucker then describes that as the organizations change it is important that individuals within the organization also change to help reach maximum

The definition of ‘management’ is controversial and subject to debate. There have been many contradictory views on what the term ‘management’ means and accordingly how ‘one’ should correctly manage an organisation. These theories have been put forward by several highly regarded management scholars over time. By taking into account past knowledge and contemporary views on management, we are able to ‘’explore how thinking has changed through time’’. (Brooks, 2006 p.148). Moreover, businesses have, and can continue to be able to adapt these theories and put them into practice. Successfully applying correct management practices is especially vital in a global business environment which is becoming very competitive. ‘’Most management theories, even those that do not resonate comfortably with the prevailing mood, have attractive and valid elements to them.’’ (Robinson, 2005 ). For example, some of these theories can be seen flourishing in fast food chains like McDonalds.

While appreciating the past success of ‘management’ we would also recognize that today’s accelerating pace of change is putting pressure on our organizations to be at the forefront of management thinking. If we want to maintain our standard of living our rate of change has to be comparative to the rest of the world.