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Though management is theorized as a temporal process, and public organizations are understood as generally inertial, most public management studies rely upon cross-sectional research designs. As such, we have little understanding about how public management matters over time. To fill this gap in the literature, this article conducts a longitudinal analysis of one of the most established management theories: Bass's full range of leadership theory. This theory expects positive outcomes when managers establish patterns of transactional and transformational leadership. To examine Bass's theory, this article studies US federal government subagencies over a 7-year period in the beginning of the 21st century. The findings show that there are remarkably strong intra-organizational patterns over time. Nonetheless, there is evidence that management matters: improvements in leadership are positively associated with follower cooperation, satisfaction, and perceptions of work quality. In comparison, as Bass expects, transformational leadership is a stronger predictor of improvement. Though public management appears to matter over time, the article also shows that cross-sectional examinations may overvalue its effect. As such, the article closes by arguing for further longitudinal public management study.

Though the mainstream organizational literature has advanced in the last 20 years with the integration of transformational and distributed leadership theories, as well as genuine attempts at comprehensive models, the public sector literature has lagged, especially in utilizing large-scale empirical studies. This study takes advantage of a very large government data set to test the utility of one of the best known theories, the \"full range\" leadership theory of Bernard Bass. It addresses three important research questions: How inclusive is Bass's operational definition of leadership? How much of an impact do Bass's leadership competencies have on follower satisfaction? Finally, how important is transformational leadership compared to transactional leadership in government settings? The results indicate that Bass's broad definition of leadership comes quite close to capturing what federal employees perceive to be effective leadership. The relationship between good leadership in an organization and follower satisfaction is also presented as an important outcome in the federal government. Finally, both transactional and transformational leadership are perceived as important in the federal government, although transformational leadership is considered slightly more important even after shifting one important factor, individualized consideration, back to the transactional model.

This paper examines how Greece nearly went to war with Turkey in 1996 over the uninhabited islets of Imia, to the detriment of the Greek decision makers involved. This escalation was driven by fragmented, piecemeal reactions resulting from the organizational structure of the Greek administration, which shaped identities, defined repertoires of action, sustained routines, and filtered and interpreted information. The division of labor inevitably imposed local responses that were not well calibrated. More importantly, the escalation was driven by a lack of hierarchical intervention, which was due to the conditions at the time. Drawing on this case as a natural experiment, the paper highlights the threefold role of hierarchy, which consists of devising means to structure attention and identify how problems are perceived and responded to; control and rein in routinized responses through exception management in the realm of actions; and helping to reframe problems by performing exception management at the level of cognition. In our case study, the hierarchy failed resulting in the issue being poorly framed, responses being local and disaggregated, and each partial reaction worsening the problem, leading to an escalation. This paper articulates a potential raison d'être for hierarchy, and considers the conditions that allow it to play its role to the full. Moving beyond the specifics of the case, the paper extends Cyert and March's work by considering the role of organizational structure and hierarchy in shaping search behavior and defining how problems are framed, and by providing a dynamic conception of organizational design. Implications for theory and practice are discussed.

Transformational leadership theory was examined in 89 schools in Singapore using a split sample technique (N = 846 teachers). The study sought to examine the influence of transformational leader behavior by school principals as it related to organizational commitment, organizational citizenship behavior, teacher satisfaction with leader, and student academic performance. Attitudinal and behavioral data were collected from both teachers and principals; student academic performance was collected from school records. School level analyses showed that transformational leadership had significant add-on effects to transactional leadership in the prediction of organizational commitment, organizational citizenship behavior, and teacher satisfaction. Moreover, transformational leadership was found to have indirect effects on student academic achievement. Finally, it was found that transactional leadership had little add-on effect on transformational leadership in predicting outcomes. Implications and directions for future research are discussed.

The role of leadership is very important in building a sustainable business and community organization. The purpose of this study is to find out the association of transformational and transactional leadership with the motivation of employees. The study uses a data consisted of the employees of all private and public banking sector of Pakistan. These banking employees have been randomly selected for ensuring the involvement of various demographic variables. The results of the study show positive and significant relationship between the independent variables transformational and transactional leadership with the dependent variable motivation.

This paper is about two managers of Red Cross refugee camps in Tanzania who manage by exception in rather exceptional circumstances. Using a model of managerial work that delineates roles carried out at the information, people, and action levels, inside and outside the unit, these managers' activities concentrate especially on communicating and controlling a chaotic situation in a steady state, at least temporarily. While many other managers appear to be moving away from conventional forms of managing—to more linking instead of leading and convincing instead of controlling, etc.—here are two managers who seem to be going the other way, precisely because their situation is so unconventionally risky. Ned Bowman's great contribution has been not just about risks and options per se, but in the risks that he himself took and the options that he himself exposed. In this spirit, the paper concludes with a plea for the opening up not simply of content, but of context.

Despite the resurgence of leadership research, few investigations have examined the association between leadership behaviors and organizational performance in the social work field. The purpose of this study was to evaluate empirically a model that delineates two types of leadership processes, transformational and transactional leadership, within social work practice as measured by the Multifactor Leadership Questionnaire. The model was tested with a sample of 187 clinical social workers employed in hospitals. Results indicated that all five transformational factors and one transactional factor were significantly correlated with leader outcomes of effectiveness, satisfaction, and extra effort. Implications for social work practice are provided.

This paper reports the results of an exploratory study comparing the responsiveness of male versus female salespersons to differing leadership styles of female sales managers. Responding triads, made up of one female sales manager and two subordinate salespersons (one male and one female), completed questionnaires assessing the managers' leadership style, the salespersons' satisfaction with supervision, and the salespersons' selling performance. Partial correlational analysis revealed gender differences in the way satisfaction with supervision and performance effectiveness related to the female managers' leadership styles. Male sales force members were most responsive to leaders who displayed individualized consideration and used a transactional style (contingent rewards or management by exception). Saleswomen preferred charismatic leaders and those who were capable of intellectually stimulating methods. The results are discussed and recommendations made for future research.

Businesses today around the world are facing the challenges of a rapidly changing environment due to the development of new business markets and technology. The business climate is changing from centralised and closed to distributed and open (Wang and Wang 2006). Today’s changing and distributed environment is full of complex and dynamic business processes. Moreover, the unpredictability of business processes requires that business applications support exception management (EM) with the ability to adapt dynamically to the changing environment. An exception is any phenomenon that prevents the successful completion of normal business processes (Klein et al. 2000). Traditional approaches dealing with