Leadership in the Public Sector

1614 WordsJan 8, 20187 Pages
INTRODUCTION When the times get tough, businesses and organizations of all types find themselves challenged to be effective and efficient with their resources. When it comes to the domain of the public sector those that serve a government or nonprofit purpose -- the elements and motivations for achieving such improvements becomes even more important because the resources needed to sustain the organization come under closer scrutiny. Studies on what it takes to "pull the levers" of success in this type of setting can provide clarity for what transformation leaders can do in organizations with the structural elements that let change be a partner in investments. If there is a basic lesson to be learned from "Pulling the Levers" it is that public entities must, to some degree, let their transformers transform. Leaders with the ability to undertake rather significant changes have to be able to do just that on several fronts if their abilities are going to pan out. And enabling this to happen may not always be as tough as it is sometimes thought to be. This is why researchers on the topic of job and mission motivation of conclude that it "is not nearly as complicated as the literature suggests" (Hays, 128). Successful motivation is mostly about the ability of the leader to use his or her talents to achieve the balance that is presumed to occur with mission valence or the factors that make "organizational goals attractive and compelling" (Wright, 206). By definition, a
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