Features of leadership in public authority bodies
Abstract
The article is devoted to the study of leadership features in public authorities in the context of modern challenges and transformational processes in public administration. Conceptual approaches to understanding the phenomenon of leadership in the public sector are considered, and specific characteristics that distinguish public leadership from leadership in the private sector are identified. The main leadership styles applied in public authorities are analyzed, including transformational, transactional, authentic, and servant leadership. Particular attention is paid to the influence of the organizational context of the public sector on the formation and implementation of leadership practices.
The study found that leadership in public authorities is characterized by the need to balance numerous stakeholders, accountability to the public, adherence to procedural norms, and orientation toward the public good. It is proven that effective leadership in the public sector requires specific competencies, including the ability for cross-sectoral cooperation, strategic thinking, political awareness, and a high level of ethical consciousness. It is established that contextual factors of the public sector, such as bureaucratic structure, political environment, and regulatory constraints, significantly affect the possibilities of applying different leadership styles.
Current trends in the development of leadership in public authorities are analyzed, including the movement toward collaborative governance, digital transformation, and the growing role of network leadership. The main challenges faced by public sector leaders are identified, including the need to implement innovations under tight budget constraints, manage change in highly formalized organizations, and maintain public trust. The necessity of purposeful development of leadership competencies among civil servants through specialized training programs and a system of continuous professional development is substantiated.
Downloads
References
Adie, B.U., Tate, M., Cho, W., & Valentine, E. (2024). Digital leadership in the public sector: a scoping review and outlook. Digital Policy, Regulation and Governance, 26(3), 290–315. https://doi.org/10.1080/12294659.2024.2323847
Akerboom, M., Groeneveld, S., & Kuipers, B. (2024). Leadership in Public Sector Interorganizational Networks: A Synthesis of the Literature and Propositions Based on a Multiple Case Study. Perspectives on Public Management and Governance, 7(4), 113–123. https://doi.org/10.1093/ppmgov/gvae007
Alemu, B.N., Eshetu, M., & Habtamu, A. (2024). Effects of strategic leadership on change management: examining the mediating roles of accountability, knowledge management, and organizational culture in public organizations: a study in Central Gondar, Ethiopia. Cogent Business & Management, 11(1). https://doi.org/10.1080/23311975.2024.2416613
Al-Hashimi, M., & Schwarz, G. (2022). Strategic Decision Making and Implementation in Public Organizations in the Gulf Cooperation Council: The Role of Procedural Rationality. Public Administration Review, 82(3), 442–458.
Ansell, C., & Gash, A. (2008). Collaborative governance in theory and practice. Journal of Public Administration Research and Theory, 18(4), 543–571. https://doi.org/10.1093/jopart/mum032
Backhaus, S., Vogel, R., & Seifried, J. (2022). Leadership in the public sector: A meta-analysis of styles, outcomes, contexts, and methods. Public Administration Review, 82, 738–753. https://doi.org/10.1111/puar.13516
Bürkin, B.M., Czabanowska, K., Babich, S., Casamitjana, N., Vicente-Crespo, M., De Souza, L.E., Ehrenberg, J.P., Hoffmann, A., Kamath, R., Matthiä, A., Okumu, F., Rutebemberwa, E., Waser, M., Kuenzli, N., & Bohlius, J. (2024). Competencies for Transformational Leadership in Public Health. An International Delphi Consensus Study. International Journal of Public Health, 69, Article 1606267.
Callahan, R., & Mau, T.A. (2024). Reconceptualizing the Politics-Administration Dichotomy to Better Understand Public Leadership in the Twenty-First Century: A Multilateral Actors Model. Administration & Society, 56(2), 159–185. https://doi.org/10.1177/02750740231213407
Choi, B., & Lee, S. (2024). Influence of Transformational Leadership on Innovative Behavior in the Korean Public Service Sector: The Moderated Mediating Effect of Change Management and PSM. Public Performance & Management Review, 48(2), 456–482. https://doi.org/10.1080/15309576.2024.2436631
Crosby, B.C., & Bryson, J.M. (2018). Why leadership of public leadership research matters: and what to do about it. Public Management Review, 20(9), 1265–1286. https://doi.org/10.1080/14719037.2017.1348731
Nathan, E., Mulyadi, R., Sen Sendjaya, Dirk van Dierendonck, Liden, R. (2019). Servant Leadership: a systematic review and call for future research. The Leadership Quarterly, 30(1), 111–132. https://doi.org/10.1016/j.leaqua.2018.07.004
Getha-Taylor, H., & Morse, R.S. (2013). Collaborative Leadership Development for Local Government Officials: Exploring Competencies and Program Impact. Public Administration Quarterly, 37(1), 72–103.
Hoch, J.E., Bommer, W.H., Dulebohn, J.H., & Wu, D. (2018). Taking Stock of Moral
Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership. Academy of Management Annals, 12(1), 148–187.
Larsen, M.V., Mikkelsen, M.F., & Pedersen, C.S. (2024). Understanding transversal leadership in public organizations: conceptualization and development of a measurement scale. Public Management Review, 1417–1443. https://doi.org/10.1080/14719037.2024.2402343
Lee, D.S. (2024). Public assessments of ministerial leadership in times of national crisis: The case of the pandemic crisis. Public Administration, 102(1), 95–113. https://doi.org/10.1111/padm.12910
Lim, W.M., & Ciasullo, M.V. (2023). The state of the art of strategic leadership. Journal of Business Research, 158, Article 113665.
Morales-Sánchez, R., & Cabello-Medina, C. (2022). Servant Leadership and Authentic Leadership as Job Resources for Achieving Workers’ Subjective Well-Being Among Organizations Based on Values. Psychology Research and Behavior Management, 15, 2481–2495.
Nguyen, H.T., & Nguyen, V.Q. (2022). Transformational, Transactional, Laissez-faire Leadership Styles and Employee Engagement: Evidence From Vietnam’s Public Sector. SAGE Open, 12(2).
Nguyen, T.V., & Dao, M.T. (2022). How does transformational leadership influence on the performance of public service organizations in a developing country? The interventional roles of NPM cultural orientations. Cogent Business & Management, 9(1).
Partnership for Public Service. (2022). Public Service Leadership Model. URL: https://ourpublicservice.org/public-service-leadership-institute/public-service-leadership-model/
Regal, B., Ferlie, E., Aagaard, P., & Vrbek, S. (2024). Governance modes, mayoral leadership and transitions to public sector co-creation across Europe. International Review of Administrative Sciences, 90(2), 441–458.
Saleem, F., Zhang, Y.Z., Gopinath, C., & Adeel, A. (2020). Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust. SAGE Open, 10(1).
Sørensen, E., & Torfing, J. (2021). Implementing collaborative governance: models, experiences, and challenges. Public Management Review, 23 (11), 1581–1589. https://doi.org/10.1177/0275074016643181
Wright, B.E., & Pandey, S.K. (2010). Transformational Leadership in the Public Sector: Does Structure Matter? Journal of Public Administration Research and Theory, 20(1), 75–89. https://doi.org/10.1093/jopart/mup003
Zia ud din, M., Khan, N.U., & Estay, C. (2025). Linking Public Leadership With Public Service Delivery: The Mediating Role of Collaborative Governance. Journal of Public Affairs, 25(1), Article e70025
