Civic capacity: Building on transformational leadership to explain successful integrative public leadership
Section snippets
Transformational leadership
After careful studies of biographies of political leaders, Burns (1978) described two styles of leadership — transformational and transactional. It is important to note that both Burns's original theorizing in 1978 and his subsequent work in 2003 were heavily influenced by leaders involved in social movements and political contexts. According to Burns (1978), transformational leadership involves an interactive relationship between the leader and others, in which the leader understands the needs
What is missing from transformational leadership
Recently there has been some criticism of the work done by Bass and colleagues, suggesting that their conceptualization has not accounted for the morality of transformational leadership (e.g., Arnold et al., 2001, Denhardt and Campbell, 2006, Simons, 1999). Denhardt and Campbell (2006) argue that the four higher-order behaviors of transformational leadership as conceptualized by Bass and colleagues have intentionally left out moral subjective values such as liberty, democracy, and care, and
Four components of integrative public leadership and the relevance of transformational leadership
In synthesizing the literature on integrative public leadership, we focused primarily on leadership in multi-sector collaborations. This leadership strings together nonprofit organizations, government agencies, and businesses to remedy complex problems that will provide benefit to the community as a whole (Morse, 2010). Like other studies of integrative public leadership, our focus was not on commercial collaborations that focus primarily on economic benefits to the collaborating organizations
Augmenting the four higher order behaviors of transformational leadership with civic capacity
Traditionally, the term “civic capacity” has been used to refer to community-level civic engagement. Essentially, civic engagement refers to the involvement of the community in resolving public issues. In this paper we adopt this term “civic capacity” but develop it as an individual-level concept. The label “civic capacity” is used widely in the public sector literature to refer to the capacity of coalitions to mobilize different sectors of the community to engage in civic ventures (Ansell et
Discussion
In this article, we advance the study of integrative public leadership by arguing that transformational leadership theory, as conceptualized by Bass and colleagues, can help explain successful leadership in multi-sector collaborations, but needs to be augmented with an additional construct we introduce called “civic capacity.” We believe our work makes three important contributions to leadership theory and research. The first of these is our framework of integrative public leadership, which
Conclusion
How relevant is civic capacity for today's leaders? We contend that it is necessary for leaders within public-sector organizations. But we also believe it is increasingly becoming important for many business leaders. Business organizations today are facing institutional pressures from both industry and society. Societal norms are changing, and businesses are expected to function as responsible citizens within their communities. The recent natural disasters that happened in New Zealand and
Role of the funding source
We gratefully acknowledge the financial support provided by the Center for Integrative Leadership, Carlson School of Management, University of Minnesota.
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