FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W2149114592> ?p ?o ?g. }

• W2149114592 abstract "Currently, a dyadic and hierarchical vision dominates in the literature on leadership as it does in the public sector (Gronn, 2002; Hiller and Vance, 2006). The transactional and transformational perspectives present leaders in relation with their subordinates or their supporters. Yet, that is a truncated vision of the reality because it disregards the situation and the other leaders present (Gronn, 2002, 2008; Raelin, 2005; Yukl, 1989). In the public sector, since the leaders have limited control (Moynihan and Wallace-Ingraham, 2004) and coexist collectively and in a dependent and independent manner (Raelin, 2005; Bourgault, 2007), I propose that different leaders interact in complementarity at different levels of the practice of leadership. In this article, I propose a conceptual model of the individual development of leadership in connectio n with the practice of collective and strategic leadership in the public sector. Using a case history, I conduct an exploratory and heuristic study that leads to adoption, in a first phase, of Kuhnert and Lewis ’s model (1987). According to them, leadership can develop in individuals throughout their professional evolution. They propose three levels of leadership practice, two of which are transactional types (imperial, which is a weak level, and interpersonal, which is a higher level), and one of which is a transformational type (institutional). I propose a model that has four levels of individual practice of leadership, two of which are transactional (technical and organizational) and two of which are transformational (political and institutional). In a second phase, an exploratory and heuristic study is conducted by looking at the case of cadastral reform in Quebec, a strategic file managed by the same senior public servant I described in the first part of the article on leadership development throughout a career. The results show that different levels of leadership practice are necessary to the management and implementation of a strategic file and that if one or several levels of leadership are not assumed in a perspective of collective action, this has an impact on the overall performance. This new proposal makes several contributions from the theoretical and conceptual point of view : it takes into account the organized dimension of the individual practice of leadership as a context for applying the individual development of leadership, in the context of the public sector. The model is a conceptual base to understand the practice of distributed leadership (cf. Gronn, 2002, 2008). It is a relevant model for the public sector as a field of action for leaders who share the same public service mission even if they are in different organizations. This model takes into account the opportunity (rather than the constraint) represented by the legal context of managers’ accountability in the development of the practice of a collective and strategic leadership. I ultimately develop five main research hypotheses and five secondary hypotheses to test the generalizability of the results." @default.
• W2149114592 created "2016-06-24" @default.
• W2149114592 creator A5019499350 @default.
• W2149114592 date "2009-01-01" @default.
• W2149114592 modified "2023-09-27" @default.
• W2149114592 title "The Practice of Collective and Strategic Leadership in the Public Sector" @default.
• W2149114592 cites W1535627784 @default.
• W2149114592 cites W1535692794 @default.
• W2149114592 cites W1799227866 @default.
• W2149114592 cites W1968476758 @default.
• W2149114592 cites W1973002574 @default.
• W2149114592 cites W1994173157 @default.
• W2149114592 cites W1994883407 @default.
• W2149114592 cites W1998542435 @default.
• W2149114592 cites W2051319431 @default.
• W2149114592 cites W2065346370 @default.
• W2149114592 cites W2078051978 @default.
• W2149114592 cites W2101796136 @default.
• W2149114592 cites W2104874918 @default.
• W2149114592 cites W2105178307 @default.
• W2149114592 cites W2115497642 @default.
• W2149114592 cites W2122955616 @default.
• W2149114592 cites W2126506882 @default.
• W2149114592 cites W2133160863 @default.
• W2149114592 cites W2160911879 @default.
• W2149114592 cites W2161189580 @default.
• W2149114592 cites W2161489275 @default.
• W2149114592 cites W2318735428 @default.
• W2149114592 cites W2964752397 @default.
• W2149114592 cites W3122071895 @default.
• W2149114592 cites W1494536676 @default.
• W2149114592 hasPublicationYear "2009" @default.
• W2149114592 type Work @default.
• W2149114592 sameAs 2149114592 @default.
• W2149114592 citedByCount "9" @default.
• W2149114592 countsByYear W21491145922012 @default.
• W2149114592 countsByYear W21491145922014 @default.
• W2149114592 countsByYear W21491145922015 @default.
• W2149114592 countsByYear W21491145922016 @default.
• W2149114592 countsByYear W21491145922018 @default.
• W2149114592 crossrefType "journal-article" @default.
• W2149114592 hasAuthorship W2149114592A5019499350 @default.
• W2149114592 hasConcept C107309635 @default.
• W2149114592 hasConcept C144024400 @default.
• W2149114592 hasConcept C147859227 @default.
• W2149114592 hasConcept C15744967 @default.
• W2149114592 hasConcept C17744445 @default.
• W2149114592 hasConcept C184214880 @default.
• W2149114592 hasConcept C197386563 @default.
• W2149114592 hasConcept C199539241 @default.
• W2149114592 hasConcept C38775462 @default.
• W2149114592 hasConcept C39549134 @default.
• W2149114592 hasConcept C67126808 @default.
• W2149114592 hasConcept C68489960 @default.
• W2149114592 hasConcept C7225491 @default.
• W2149114592 hasConcept C77805123 @default.
• W2149114592 hasConcept C88251983 @default.
• W2149114592 hasConceptScore W2149114592C107309635 @default.
• W2149114592 hasConceptScore W2149114592C144024400 @default.
• W2149114592 hasConceptScore W2149114592C147859227 @default.
• W2149114592 hasConceptScore W2149114592C15744967 @default.
• W2149114592 hasConceptScore W2149114592C17744445 @default.
• W2149114592 hasConceptScore W2149114592C184214880 @default.
• W2149114592 hasConceptScore W2149114592C197386563 @default.
• W2149114592 hasConceptScore W2149114592C199539241 @default.
• W2149114592 hasConceptScore W2149114592C38775462 @default.
• W2149114592 hasConceptScore W2149114592C39549134 @default.
• W2149114592 hasConceptScore W2149114592C67126808 @default.
• W2149114592 hasConceptScore W2149114592C68489960 @default.
• W2149114592 hasConceptScore W2149114592C7225491 @default.
• W2149114592 hasConceptScore W2149114592C77805123 @default.
• W2149114592 hasConceptScore W2149114592C88251983 @default.
• W2149114592 hasLocation W21491145921 @default.
• W2149114592 hasOpenAccess W2149114592 @default.
• W2149114592 hasPrimaryLocation W21491145921 @default.
• W2149114592 hasRelatedWork W1495901053 @default.
• W2149114592 hasRelatedWork W1995739662 @default.
• W2149114592 hasRelatedWork W2037284064 @default.
• W2149114592 hasRelatedWork W2112882565 @default.
• W2149114592 hasRelatedWork W2136395953 @default.
• W2149114592 hasRelatedWork W2142769630 @default.
• W2149114592 hasRelatedWork W2170163915 @default.
• W2149114592 hasRelatedWork W2184577089 @default.
• W2149114592 hasRelatedWork W2293959731 @default.
• W2149114592 hasRelatedWork W2321025732 @default.
• W2149114592 hasRelatedWork W2405593954 @default.
• W2149114592 hasRelatedWork W2468616379 @default.
• W2149114592 hasRelatedWork W2501108854 @default.
• W2149114592 hasRelatedWork W2541297265 @default.
• W2149114592 hasRelatedWork W2563326835 @default.
• W2149114592 hasRelatedWork W2626986208 @default.
• W2149114592 hasRelatedWork W2913905658 @default.
• W2149114592 hasRelatedWork W3049669927 @default.
• W2149114592 hasRelatedWork W3144722364 @default.
• W2149114592 hasRelatedWork W319887555 @default.
• W2149114592 isParatext "false" @default.
• W2149114592 isRetracted "false" @default.
• W2149114592 magId "2149114592" @default.
• W2149114592 workType "article" @default.