000			02098naa a2200241uu 4500
001			1042814070041
003			OSt
005			20190211174947.0
008			110428s2010 xx ||||gr |0|| 0 eng d
100	1		_aWRIGHT, Bradley E. _911463
245	1	0	_aTransformational leadership in the public sector : _bdoes structure matter?
260			_aCary : _bOxford Journals, _cjan. 2010
520	3		_aThis study contributes to our understanding of leadership in public sector organizations by investigating the effect of organizational structure on the transformational leadership practices of municipal chief administrative officers. Using data from a national survey of senior managers in local government, the findings of this study suggest a number of possible explanations for why public sector organizations exhibit higher levels of transformational leadership than what scholars traditionally expect. Our findings suggest that the structure of these organizations may not be as bureaucratic as commonly believed and that some bureaucratic characteristics had little, if any, adverse affect on the prevalence or practice of transformational leadership behaviors. In particular, although organizational hierarchy and inadequate lateral/upward communication were associated with lower transformational leadership, no relationship was found between transformational leadership behaviors and two types of organizational red tape. Contrary to expectations in the mainstream leadership literature, however, the use of performance measurement by municipal organizations was associated with a significant increase in reported transformational leadership behaviors
650		4	_912917 _aLiderança
650		4	_aEstrutura Organizacional _913026
650		4	_aAdministração Municipal _912030
700	1		_aPANDEY, Sanjay K _98096
773	0	8	_tJournal of Public Administration Research and Theory - JPART _g20, 1, p. 75-90 _dCary : Oxford Journals, jan. 2010 _xISSN 10531858 _w
942			_cS
998			_a20110428 _b1407^b _cJaqueline
998			_a20120517 _b1506^b _cGeisneer
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c39270 _d39270
041			_aeng