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dc.contributor.authorAlimo-Metcalfe, Beverly M.*
dc.contributor.authorAlban-Metcalfe, R.J.*
dc.date.accessioned2009-07-29T08:56:56Z
dc.date.available2009-07-29T08:56:56Z
dc.date.issued2006
dc.identifier.citationAlimo-Metcalfe, B.M. and Alban-Metcalf, J. (2006). More (good) leaders for the public sector. International Journal of Public Sector Management. Vol. 19, No. 4, pp. 293-315.en
dc.identifier.urihttp://hdl.handle.net/10454/3192
dc.descriptionNoen
dc.description.abstractThis paper aims to describe the development of a wholly new model of transformational leadership and its applications in practice. The paper provides a description of a wholly new, inclusive model of transformational leadership and the way in which it can be applied in practice, in the context of embedding good leadership within the culture of an organisation and ensuring "best practice" in 360-degree feedback. The paper finds that the Transformational Leadership Questionnaire (TLQ)¿, which is both gender- and ethnicity-inclusive measure of "nearby" leadership, differs fundamentally from the kind of "heroic" models that have emanated from the USA and which have dominated the literature. Comparative data are presented of the mean scores on the TLQ, based on direct reports' ratings of their line manager, across a wide range of public sector organisations, including local government, the NHS, schools, and two central government agencies. Patterns emerge in areas of strength and developmental need, and the implications of these findings are discussed in terms of the impact of leadership behaviour and its effect on the psychological safety and well-being at work of staff. The following needs are identified: - to adopt a model of leadership that is relevant to the needs of organisations in the twenty-first century; to embed good leadership practices at all levels; to ensure that, when 360-degree feedback is given, it is done so in a way that conforms to the principles of 'best practice'. The following model of "nearby" leadership that is described is relevant to leaders at all levels in public and private sector organisations. It points to the consequences of poor leadership behaviour, and the need for the adoption of a model of leadership that is relevant to the needs of the twenty-first century.en
dc.language.isoenen
dc.subjectTransformational leadershipen
dc.subjectPublic sector organisationsen
dc.subjectOrganisational developmenten
dc.titleMore (good) leaders for the public sectoren
dc.status.refereedYesen
dc.typeArticleen
dc.type.versionNo full-text available in the repositoryen
dc.identifier.doihttps://doi.org/10.1108/09513550610669167


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