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TYPES OF LEADERSHIP THAT ARE MORE SUITABLE FOR PUBLIC SERVICE ORGANIZATIONS

Yıl 2018, Cilt: 5 Sayı: 13, 314 - 321, 11.05.2018

Öz

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.



Kaynakça

  • 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.

KAMU HİZMETİ VEREN KURUMLAR İÇİN DAHA UYGUN OLAN LİDERLİK TÜRLERİ

Yıl 2018, Cilt: 5 Sayı: 13, 314 - 321, 11.05.2018

Öz

Bu makalenin temel amacı etik lider, özgün
lider, dönüşümcü lider, zamanın ruhunu yakalayan lider, sorumlu lider, politik
anlayışlı lider ve karismatik lider gibi farklı liderlik teorilerinin karar
verme şekillerini ortaya koymak ve tartışmaktır. Bu yapılırken, özellikle
eğitim ve sağlık sektörü dikkate alınıarak ‘hangi tür lider kamu sektörü kurumu
için en uygun olanıdır’ sorusuna cavap aranmaya çalışılacaktır. Makale, farklı
liderlik türlerinin karar alırken birbirlerinden farklılaşmasından dolayı, bu
kararların sonuçlarınında farklılık gösterdiğini ileri sürmektedir. Karar verme
dikkate alındığında, bu makalede bahsedilen liderlik türleri içerisinden etik
değerleri dikkate alan liderlik ile menfaat sahiplerini dikkate alan liderlik
türlerinin kamu sektörü  için daha uygun
olacağı ileri sürülmektedir.

Kaynakça

  • 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.
Toplam 1 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Bölüm Makaleler
Yazarlar

İbrahim Yılmaz 0000-0002-6081-6648

Yayımlanma Tarihi 11 Mayıs 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.
AMA Yılmaz İ. TYPES OF LEADERSHIP THAT ARE MORE SUITABLE FOR PUBLIC SERVICE ORGANIZATIONS. ASBİDER. Mayıs 2018;5(13):314-321.
Chicago Yılmaz, İbrahim. “TYPES OF LEADERSHIP THAT ARE MORE SUITABLE FOR PUBLIC SERVICE ORGANIZATIONS”. Gazi Üniversitesi Sosyal Bilimler Dergisi 5, sy. 13 (Mayıs 2018): 314-21.
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 İ. Yılmaz, “TYPES OF LEADERSHIP THAT ARE MORE SUITABLE FOR PUBLIC SERVICE ORGANIZATIONS”, ASBİDER, c. 5, sy. 13, ss. 314–321, 2018.
ISNAD Yılmaz, İbrahim. “TYPES OF LEADERSHIP THAT ARE MORE SUITABLE FOR PUBLIC SERVICE ORGANIZATIONS”. Gazi Üniversitesi Sosyal Bilimler Dergisi 5/13 (Mayıs 2018), 314-321.
JAMA 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, 2018, ss. 314-21.
Vancouver Yılmaz İ. TYPES OF LEADERSHIP THAT ARE MORE SUITABLE FOR PUBLIC SERVICE ORGANIZATIONS. ASBİDER. 2018;5(13):314-21.