Suchergebnisse

Leadership: everyone's fair-haired child -- Followership: the undisputed leader of underrated roles -- Superlative subordinates: the ideal follower -- Cultivating the qualities of the ideal follower -- Finding your followership style -- Follower heaven and hades -- More follower heaven and hades -- Becoming a satisfied follower: the verdict of a quarter-million employees -- Extraordinary, ordinary, and the worst jobs for followers -- Overcoming the unbecoming as followers -- Summary and stories of follower glories

Presents data on promotion rates for male and female officers in the Army, Navy, Air Force, and Combined Services, 1980-93.

This article explores whether common negative stereotypes of public employees are consistent with the descriptive and empirical literature comparing public and private employees. It reviews this literature to explore specifically whether public employees are more lazy, security-seeking, insensitive, inefficient, and incompetent than private employees. Given the ethics crises in government in the 1980s, it also explores whether public employees are less ethical than private employees. The primary focus of the article is on the findings and methodology of the empirical comparisons of public and private employees. Suggestions for future public-private comparative studies of employees are proposed.

This article presents the findings from a survey of public and private sector managers' perceptions of the formal and informal red tape encountered in their organizations. Formal red tape is perceived to be the result of personnel procedures, whereas the informal red tape is perceived as the constraint caused by the informal influence of the media, public opinion, political parties, and public officials. The article thereby also provides a partial test of the voluminous traditional literature containing assertions that public organizations experience more red tape than private organizations and the contemporary literature containing assertions that private organizations experience equivalent or greater red tape than public organizations. Going beyond typical public-private comparisons that do not consider the consequences of sector differences, the impact of personnel and informal red tape on a significant dependent variable-worker motivation-also is explored in this article.