Integrative leadership in the public sector : a model of performance-information use
By: Moynihan, Donald P
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Contributor(s): INGRAHAM, Patricia Wallace.
Material type: 
ArticlePublisher: Thousand Oaks : SAGE, September 2004Subject(s): Liderança | Setor Público | Reforma Administrativa | Tomada de Decisão | Administração por Objetivos | InformaçãoAdministration & Society 36, 4, p. 427-453Abstract: 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
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
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