000			01743naa a2200205uu 4500
001			7092520233610
003			OSt
005			20190211163142.0
008			070925s2007 xx ||||gr |0|| 0 eng d
100	1		_aEGLENE, Ophelia _929244
245	1	0	_aAuthority and leadership patterns in public sector knowledge networks
260			_aThousand Oaks, CA : _bSage Publications, _cMarch 2007
520	3		_aKnowledge and information-sharing networks are emerging in an increasing number of government programs and policy arenas. This article reports the results of an exploratory investigation into ways in which leadership and formal authority shaped the course of four knowledge network initiatives. The study treats authority as both formal and perceived. Leadership is assessed in terms of style, focus, and communication strategies. Analysis of the various authority and leadership patterns found in the case studies generated a set of hypotheses with regard to their influence on success of knowledge networks. Findings reveal that formal authority, perceived authority, and a variety of leadership behaviors appear to have important influence on the development and performance of public sector knowledge networks. These factors affect the ability of such networks to achieve their substantive goals and the degree to which these efforts provide satisfying and useful networking relationships among the participants
700	1		_aDAWES, Sharon S. _922649
700	1		_aSCHNEIDER, Carrie A _932765
773	0	8	_tThe American Review of Public Administration _g37, 1, p. 91-113 _dThousand Oaks, CA : Sage Publications, March 2007 _xISSN 0275-0740 _w
942			_cS
998			_a20070925 _b2023^b _cTiago
998			_a20070926 _b1543^b _cZailton
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c24615 _d24615
041			_aeng