000			02415naa a2200229uu 4500
001			0053111205537
003			OSt
005			20230914173443.0
008			100531s1997 xx ||||gr |0|| 0 eng d
100	1		_917048 _aOlshfski, Dorothy
245	1	0	_aThe leadership environment of public sector executives
260			_aNew York : _bMarcel Dekker, _c1997
520	3		_aOlshfski uses critical incident methodology to describe the leadership environment of state cabinet officials. The rich data set offers insight into how state executives (1) learn about their jobs, (2) exercise discretion to determine their policy agenda, and (3) operate in the political environment of state administration. She concludes by pointing out discrepancies in our understanding of leadership and offers suggestions for leadership, research, and teaching.
520	3		_aSomerset Maugham is said to have begun all his lectures by saying there are only three things that one must know in order to be a good writer: the only problem being that no one knows what those three things are. The same might be said of leadership research. For example, Stogdill's survey of leadership research contains over 3,000 references and Bass's revision documents over 5,000 references.(1) The preface to Stogdill's survey assesses the status of leadership research: “four decades of research on leadership have produced a bewildering mass of findings
520	3		_aRecognizing the confusion in the field of leadership research, this study attempts to describe the context within which public executives operate. It is assumed that the executive's operating environment determines the extent to which leadership is possible. Critical incident methodology is used to illustrate how public sector executives conceptualize their environment and how they operate based on that conceptualization. This research is driven by two questions: What is the leadership environment of the state cabinet executive? Secondly, how does the leadership literature facilitate the understanding and interpretation of executive leadership in the public sector?
590			_aVolume 20
590			_aNumbers 4-5
773	0	8	_tInternational Journal of Public Administration - IJPA _g20, 4-5, p. 1119-1148 _dNew York : Marcel Dekker, 1997 _xISSN 01900692 _w
942			_cS
998			_a20100531 _b1120^b _cDaiane
998			_a20100531 _b1607^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c33790 _d33790
041			_aeng