Does leadership in networks matter? Examinings the effect of leadership behaviors on managers' perceptions of network effectiveness
By: McGuire, Michael
.
Contributor(s): SILVIA, Chris.
Material type: 
ArticlePublisher: Armonk, NY : M.E. Sharpe, September 2009Public Performance & Management Review 33, 1, p. 34-62Abstract: The empirical literature in public management only occasionally speaks to leadership in networks as a possible determinant of network effectiveness. This paper attempts to address this research gap by empirically examining leadership behaviors exhibited by public managers in their external network and the degree to which such behavior contributes to how well the network meets the needs of the manager's jurisdiction. Using a sample of more than 500 network leaders, the findings demonstrate that different types of leadership do play an important role in network effectiveness within the context of a highly collaborative field, that of local emergency management.
The empirical literature in public management only occasionally speaks to leadership in networks as a possible determinant of network effectiveness. This paper attempts to address this research gap by empirically examining leadership behaviors exhibited by public managers in their external network and the degree to which such behavior contributes to how well the network meets the needs of the manager's jurisdiction. Using a sample of more than 500 network leaders, the findings demonstrate that different types of leadership do play an important role in network effectiveness within the context of a highly collaborative field, that of local emergency management.
Volume 33
Number 1
September 2009
Click on an image to view it in the image viewer
There are no comments for this item.