Leadership and management in public service organizations

¶ … Denhardt, Robert B. (2008) Public Administration: An Action Orientation. Belmont, CA: Wadsworth

In the chapter 9, Denhardt is talking about effective leadership inside public services organizations. As, the best entities will use communication, decision making, self-awareness, motivation and group dynamics to help inspire employees. Where, public sectors managers are concentrating how these elements can contribute to increased amounts of accountability and transparency inside the government itself. Once this takes place, it means that most organizations will be responsive to the needs of constituents. This is the point that effective leadership can improve the overall services that are being provided to stakeholders. (Denhardt, 2008, pp. 329 -- 366)

Summary 2: Ingraham, P. (2004). Models and Assumptions for Leadership Development. Review of Public Personal Administration, 24 (2), 95 -- 112.

In the article that was written by Ingraham (2004), she is discussing the impact of changes that are taking place on public officials. As they must be able to quickly adapt to a variety of situations, in an effort to maintain the current levels of service. While at the same time, they have to be conscious to the various costs that they are facing. The combination of these different factors means that in the 21st century, government administrators must be aware of the changes that are taking place in population demographics and they need to be prepared to adjust to them. As a result, these individuals must have greater amounts of flexibility and creative to deal with these challenges. (Ingraham, 2004, pp. 95 -112)

Key Ideas: key Ideas of chapter and article

The basic idea from the literature that was written by Denhardt (2008) is to illustrate how effective leadership can help to inspire employees. This is because the actions of executives will be seen as the views of management. During situations when there is good communication, decision making, self-awareness, motivation and group dynamics is when there is a change inside a particular organization. Those entities that are failing to address these different concepts will have trouble adapting to the changing needs of the public. This is when they could face issues of rising cost, increasing demand and declining revenues. (Denhardt, 2008, pp. 329 -- 366)

The main ideas from the article that was written by Ingraham (2004) are talking about how flexibility can be improved in the public sector by: listening to the ideas of employees. As managers could conduct various surveys, to understand what is on their minds. They could then begin making these changes, to adapt with the needs of the public and staff members. In the future, this helps administrators to be viewed as responsive to the needs of employees and the public by quickly adapting to them. (Ingraham, 2004, pp. 95 -112)

Article Analysis Link: An analysis of what the article is about and how the article and chapter 9 is linked or relates to each other

The way that chapter 9 and the article are linked; is they are discussing how public sector officials can use these different tools to improve leadership inside their organization. As, they are giving them the ability to respond to: the needs of the public and staff members. This is when there is a transformation in how various services are being delivered to the general public and the costs associated with them. (Denhardt, 2008, pp. 329 -- 366) (Ingraham, 2004, pp. 95 -112)