Suchergebnisse

The effects of the ongoing digital revolution have been profound and have been studied in many contexts such as government interaction with the public (e-participation) and administrative structures (e-administration). However, the study of how the digital revolution has changed leaders' interactions with followers via information and communication technologies (ICTs) has been modest, and the theory building in organizational studies and public administration has been, for the most part, nonexistent. A major reason for this lack of progress is the inability to produce an operational definition of e-leadership that spans telework, team, and enterprise settings. The article examines an exploratory case study to propose an operational definition based on six factors (or broad e-competencies) for e-leadership. Research limitations and future research opportunities are discussed.Points for practitionersE-leadership, technology-mediated leadership, has become critically important for leaders at all levels, both inside and outside of the organization. E-leadership is as much about blending technologies and traditional communication as it is about simply using more ICT-mediated communication. While there is a lot of consistency in the types of leadership skills needed in traditional and virtual environments, they are not the same and the differences are critical to success and failure. The areas in which competence in e-skills were most important included: e-communication, e-social skills, e-team building, e-change management, e-technology skills, and e-trustworthiness.

The fight against terrorism and organized crime requires collaboration between public security organizations. Due to a lack of strong hierarchical structure, managing networks is not similar to managing a single government agency. This study examines the factors influencing network effectiveness in the public security sector. The study highlighted the importance of inter-organizational trust, network leadership style, goal convergence, and organizational culture on network effectiveness. In order to find these relations between study variables, a self-reported survey was conducted with 305 current and previous public network leaders. The study found that inter-organizational trust and goal convergence have a positive relationship with network effectiveness, with co-producer network leadership being the most convenient leadership style for effectiveness. Points for practitioners Government and network managers should focus on establishing relationships to promote trust and decrease the goal divergence between partner agencies, with increased open communication in the network. Governors should ensure an accountable system of public security, identify the boundaries of member organizations, network principles, and values, and appropriately coordinate joint actions. In order to promote governors to implement behaviors in co-producer leadership styles, the government should strengthen the governor's authority and financial power over military units and intelligence departments.

This article investigates whether certain organizational arrangements in (local) public appointment processes could encourage the use of appointments as a tool of good governance rather than as a tool of patronage. Specifically, we studied the role of six organizational arrangements in 10 case studies of intra- and inter-organizational public appointment processes held in Italian local government. We found that good governance (in terms of perception of overall integrity and fairness) was found in processes of public appointments where there was independent scrutiny, and when the process involved local councillors and/or external stakeholders – that is, actors beyond those with the formal power to appoint. In these cases, making appointments was seen as a tool of good governance rather than of patronage. These organizational arrangements were more relevant than other ones such as the transparency of public advertisements, job descriptions and educational/professional requirements, and media and public awareness. The article describes the relevant literature and the research study, and discusses implications for research, policy and management.Points for practitionersIn terms of policy implications, the article discusses the importance of ensuring transparency and some form of checks and balances in the power of making public appointments, as well as of promoting more awareness among citizens and society in general of the issue of public appointments. From a managerial point of view, the article suggests that public managers should consider the implications of the different organizational arrangements that can be used in public appointment processes to exploit the good governance potential of public appointments.