Valle MPublic Personnel Management, (USA), Summer 1999 Vol 28 No 2
Start page: 245. No of pages: 13
Argues that public organizations in the USA need a different type of leadership which can cope with the continual and critical levels of environmental change that these organizations face. Sees the primary role of leaders in the public sector as developing an adaptive organizational culture which allow organizations and leaders to succeed in this type of environment. Contrasts leadership processes in a stable environment with leadership processes in a turbulent environment to underline the need for this adaptive culture. Sets out the leadership skills and personal requirements needed to build this type of culture, stressing the need for leaders to be able to build compelling visions of the future and to have the charisma to convince employees of the value of these visions.
Subject(s): ORGANIZATIONAL CHANGE, PUBLIC SECTOR, LEADERSHIP, SKILLS, VISION, USA
Style: Theoretical with application in practice.
ISSN: 0091-0260. Reference: 28AT275
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