2010 | nr 4 | 25-41
Article title

Efektywność przywództwa w organizacji publicznej

Selected contents from this journal
Title variants
Leadership effectiveness in the public organization
Languages of publication
Efektywne przywództwo jest uważane za istotny czynnik wpływający na funkcjonowanie organizacji publicznych. Wiadomo także, że sukces organizacji publicznych zależy od umiejętności budowania właściwych relacji z interesariuszami. Mimo braku wątpliwości, co do znaczenia przywództwa i interesariuszy dla poprawy efektywności działania organizacji publicznych, w literaturze przedmiotu niewiele uwagi poświęca się zrozumieniu jak obydwa konstrukty są ze sobą powiązane i jak można rozumieć efektywność przywództwa. W niniejszym artykule przedstawiono ramy teoretyczne, pozwalające na wyjaśnienie efektywności przywództwa w kontekście zarządzania relacjami z interesariuszami.
Leadership effectiveness has been perceived as a substantial factor that could improve functioning of public organizations. On the other hand it is also known success of public organizations depends on the ability of building satisfactory relationships with stakeholders. Although both leadership and stakeholders management for improving effectiveness public organizations are undoubtful, little considerations relate to understanding how these constructs are intertwined and how we can understand leadership effectiveness. In this article an outline for understanding leadership effectiveness in the context of stakeholder management has been
Physical description
Bibliogr. 42 poz.
  • 1. Bass B.M:. Bass & Stodgill’s handbook of leadership. Free Press, New York 1990.
  • 2. Borins S.: Innovation, Success And Failure In Public Management Research; Some Methodological Reflections. „Public Management Review”, no. 3(1), 2001.
  • 3. Boyne B.: Explaining public service performance: Does management matter? „Public Policy and Administration”, no. 19(4), 2004.
  • 4. Bryson J.: Strategic Planning For Public And Nonprofit Organizations. Jossey-Bass, San Francisco 1995.
  • 5. Bryson M.J., Crosby B.C.: A leadership framework for cross-sector collaboration. „Public Management Review”, no. 7(2), 2005.
  • 6. Cook B.K.: Politics, Political Leadership, And Public Management. „Public Administration Review”, no. 58(3), 1998.
  • 7. Dhar U., Prashant M., Leadership Effectiveness: A Study of Constituent Factors. „Journal of Management Research”, no. 1(4), 2001.
  • 8. Eagly A.H., Karau S.J., Makhijani M.G.: Gender And Effectiveness Of Leaders: A Meta Analysis. „Psychological Bulletin”, no. 117(1), 1995.
  • 9. Fernandez S., Cho Y.J., Perry J.L.: Exploring the link between integrated leadership and public sector performance. „The Leadership Quarterly”, no. 21, 2010.
  • 10. Ford R.: Stakeholder leadership: organizational change and power. „Leadership & Organization Development Journal”, no. 26(8), 2005.
  • 11. Freeman R.E.: Strategic Management: A Stakeholder Approach. Pitman, Boston 1984.
  • 12. Gabris G.T., Maclin S.A., Ihrke D.M.: The Leadership Enigma: Toward A Model Of Organizational Optimism Of Management History. Bradford 1998.
  • 13. Goodwin N.: Leadership and the UK health service. „Health Policy”, no. 51, 2000.
  • 14. Goodwin N.: Leadership In Healthcare. A European Perspective. Routlege, Taylor & Francis Group, London-New York 2006.
  • 15. Gregory R.: Transforming government culture: a skeptical view of new public management, [in:] Christensen T., Lagreid P. (eds.): New Public Management: The transformation of ideas and practices. Ashgate, 2001.
  • 16. Hartman L.: A psychological analysis of leadership effectiveness. „Strategy & Leadership”, no. 27(6), 1999.
  • 17. Hogan R., Curphy G.J., Hogan J.: What We Know About Leadership - Effectiveness and Personality. “American Psychologist”, no. 49(6), 1994.
  • 18. Hooijberg R.I., Choi J.: The Impact Of Organizational Characteristics On Leadership Effectiveness Models: An Examination Of Leadership In A Private And A Public Sector Organization. „Administration & Society”, no. 33(4), 2001.
  • 19. Howell J.P., Costley D.L.: Understanding Behaviors For Effective Leadership. Pearson Prentice Hall, Englewood Cliffs, New York 2006.
  • 20. Hughes R.L., Ginnett R.C., Curphy G.J.: Leadership: Enhancing The Lessons Of Experience. McGraw-Hill, Boston 1999.
  • 21. Jakubowska U.: Czym Jest Przywództwo Polityczne?, [w:] Bodio T. (red.): Przywództwo Polityczne. Instytut Nauk Politycznych Uniwersytetu Warszawskiego, Warszawa 2001.
  • 22. Jones T.A., Wicks A.: Convergent Stakeholder Theory. „Academy Of Management Review”, no. 24(2), 1999.
  • 23. Kaczmarek B.: Przywództwo polityczne a przywództwo organizacyjne, [w:] Bodio T. (red.): Przywództwo polityczne. Instytut Nauk Politycznych Uniwersytetu Warszawskiego, Warszawa 2000.
  • 24. Klich J.:. Zmiana zachowań w zakładach opieki zdrowotnej w wyniku reformy. „Polityka Społeczna”, nr 10, 2001.
  • 25. Kusnanto H. Principal-agent and stakeholder approaches in decentralized health care: the Indonesian case Research, Paper 198, Takemi Program. Harvard School of Public Health, Boston, undated.
  • 26. Martin A., Ernst Ch.: Exploring Leadership In Times Of Paradox And Complexity. „Corporate Governance”, no. 5(3), 2005.
  • 27. McCauley CD.: Successful And Unsuccessful Leadership, [in:] Antonakis J., Cianciolo A.T., Sternberg R.J. (eds.): The Nature Of Leadership. Thousand Oaks, Sage Publications, California 2004.
  • 28. Moore M.: Creating Public Value. Harvard University Press, Cambridge 1995.
  • 29. Moynihan D.P., Ingraham P.W.: Integrative Leadership in the Public Sector: A Model of Performance-Information Use. „Administration & Society”, no. 36(4), 2004.
  • 30. Nutt P.: Transforming public organizations with strategic leadership, [in:] Halachmi A., Bouckaert G, (eds.): Public productivity through quality and strategic management. lOS press, 1995.
  • 31. Oyinlade A.O.: A method of assessing leadership effectiveness: introducing the essential behavioral leadership qualities approach. „Performance Improvement Quarterly”, no. 19(1), 2006.
  • 32. Parry K.W., Proctor-Thomson S.B.: Leadership, culture and performance: The case of the New Zealand public sector. .Journal of Change Management”, no. 3(4), 2003.
  • 33. Pawar B.S., Eastman K.K.: The nature and implications of contextual influences on transformational leadership: a conceptual examination. .Academy of Management Review”,no. 22, 1997.
  • 34. Perkins J.: Successful leadership. „Public Management Review”, no. 87(2), 2005.
  • 35. Schneider M.: A Stakeholder Model of Organizational Leadership. „Organization Science”, no. 13(2), 2002.
  • 36. Seo M., Taylor M.S., Hill N.S.: The Role of Affect and Leadership during Radical Organizational Change. Paper presented at the annual meeting of the Academy of Management, Philadelphia, Pennsylvania 2007.
  • 37. Spinelli R.: The applicability of Bass’s model of transformational, transactional and lassiez-faire leadership in the hospital administrative environment. „Hospital Topics”, no. 84(2), 2006.
  • 38. Svensson G., Wood G.: The Serendipity of Leadership Effectiveness in Management and Business Practices. ..Management Decision”, no. 43(7/8), 2005.
  • 39. Thomas A.B.: Controversies In Management. Routledge, New York 1993.
  • 40. Waldman D.A., Ramirez G.G., House R.J., Puranam P.: Does Leadership Matter? CEO Leadership Attributes And Profitability Under Conditions Of Perceived Environmental Uncertainty. „Academy Of Management Journal”, no. 44, 2001.
  • 41. Wallis J., McLoughlin L.: A diagnosis of leadership effectiveness in the Irish public sector. „Public Management Review”, no. 9(3), 2007.
  • 42. Yukl G., Van Fleet D.D.: Theory And Research On Leadership In Organizations, [in:] Dunnette M.D., Hough L.M. (eds.): „Handbook Of Industrial And Organizational Psychology”, no. 3, 1992, Palo Alto, Consulting Psychologists.
Rekord pochodzi z bazy danych BazTech.
Document Type
Publication order reference
YADDA identifier
JavaScript is turned off in your web browser. Turn it on to take full advantage of this site, then refresh the page.