Walking the vision and walking the talk: transforming public organizations with strategic leadership
Article Abstract:
Strategic leadership can be used to transform inertia-laden organizations in the public sector. However, to be effective, leaders must take into account the unique demands of the public sector environment. Strategic leadership therefore requires a planning process that takes into account both the internal needs of a public sector organization and the expectations of its external constituency, the general public. Issues that need to be considered in this process include the origin of vision, leadership process factors and strategic planning questions, as these relate to the public sector's needs.
Publication Name: Public Productivity and Management Review
Subject: Political science
ISSN: 1044-8039
Year: 1996
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Institutionalizing learning organizations in the public sector
Article Abstract:
The adoption of the learning organization concept in the public sector requires a leap of faith since there is an evident lack of role model institutions that can be emulated. Unlike the private sector, which has been forced by competitive pressures to explore the learning organization concept, the public sector has little reason to embrace the idea. For this reason, the task of institutionalizing the concept in the cultural marrow of public-sector organizations takes on great importance. A case study of how a public-sector learning organization program can be pursued is shared.
Publication Name: Public Productivity and Management Review
Subject: Political science
ISSN: 1044-8039
Year: 1996
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Fashioning and sustaining strategic change in public organizations
Article Abstract:
A process by which public sector leaders can identify an integrated set of actions using teams comprised of key players to achieve strategic change is presented. Since meaningful strategic change entails finding the more important but often covert issues, the process involves issue diagnoses, drawing up innovative responses to key issues and aligning strategic action. The case of a mental health agency is used to illustrate significant points.
Publication Name: Public Productivity and Management Review
Subject: Political science
ISSN: 1044-8039
Year: 1996
User Contributions:
Comment about this article or add new information about this topic:
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