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The State Administration Database

Integrative Leadership in the Public Sector: A Model of Performance Information Use.

Please note: This page may contain data in Norwegian that is not translated to English.

Author
Moynihan, Donald P. and Patricia W. Ingraham

Year
2004

Publisher
Administration & Society 36(4): 427-453.

Type of publication:
Tidsskriftsartikkel

Link to publication:
http://aas.sagepub.com/cgi/reprint/36/4/427

Link to review:
http://aas.sagepub.com/cgi/content/abstract/36/4/427

Number of pages:
28

Language of publication:
Engelsk

Country of publication:
USA

NSD-reference:
2287

This page was last updated:
2007-07-09 09:01:55.857

Publikasjonens datagrunnlag
  • Primærdata
  • Kvantitativ
  • Kvalitativ
  • Spørreskjema
  • Intervju
Land som er gjenstand for studien
  • USA
Verkemiddel i den operative styringa av ststlege verksemder
  • 2.1 Formell styringsdialog
  • 2.2 Kontraktslignande avtaler
Studieoppdrag
  • Forskning
Studietype
  • Effektstudie/implikasjoner/resultater
Type effekt
  • Strukturelle og styringsmessige effektar
Sektor (cofog)
  • Staten generelt

Summary
This article proposes a new model for understanding leadership in the public sector. The integrative approach to leadership focuses on how leaders choose, promote, institutionalize, and use public management systems, and reform those in time. Using data from a 50-state survey, this article explores the role of integrative leadership in one of the most popular reforms of government in recent years, managing for results. The findings suggest that leadership does indeed matter to the use of performance information in decision making and offer insights into how and when leadership matters.

Note
Survey i 50 stater i USA