Essay on Leadership in the Public Sector

2267 Words May 13th, 2008 10 Pages
Positive leadership in the public sector is essential throughout organizations when inspiring employees or associates to strive for excellence. Leadership is not a skill that one is born with. However, there is a small percentage that one could be born with such a gift. Nevertheless, leadership is developed at an early age that leads that is used throughout ones career life. Producing prominent leadership enhances ones ability to perform in a manner that inspires others to achieve as well.

Leadership in the Public Sector Leadership in the public sector is phenomenal. It is a partial element that is required for an organization to be highly productive and successful. In order for an administrator in the public sector to
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Due to the perseverance shown by Jefferson and the effect that it had on the present and future officers at that Police Department it is easily viewed that one person can demonstrate leadership in the public sector. There are several different types of leadership that have been examined, explained, and presented by theorists. However, charismatic leadership is one of the oldest forms of leadership that is widely used in the public sector.
Charismatic Leadership Javidan and Waldman (2003) discovered that “the origins of charismatic leadership theory can be traced to the work of Max Weber, who differentiated charismatic authority from more traditional or legal/ bureaucratic forms of authority. To Weber charisma was viewed in terms of supernatural "gifts of the body and spirit" comprising special attributes and qualities (Javidan & Waldman, 2003). Charismatic leaders may be viewed as agents of change who promise better opportunities and better outcomes to their followers. Their visions are based on (1) the premise that the organization is not currently achieving its potential and needs to be somehow different, and (2) an assessment of environmental constraints and opportunities (Javidan & Waldman, 2003).In order to be effective, charismatic leaders must be sensitive to their followers' abilities and concerns, and that they are aware of the opportunities and threats in their environment (Javidan & Waldman, 2003). Charismatic leaders, use a wide range of

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