The Workshops

Agenda | Workshop 1 | Workshop 2 | Workshop 3 | Workshop 4 | Workshop 5 | Workshop 6

WORKSHOP 1: Leading for the Future
Chairs: Jim Svara, Arizona State University (james.svara@asu.edu) and Eckhard Schröter, Zeppelin University (eschroeter@zeppelin-university.de)

The public sector has experienced large transformations in the last decade; in part, as  the result of collaboration between political and administrative leaders. This workshop dealt with the issues facing political and administrative leadership and challenges for the future of the field.

WORKSHOP 2: Diverse Leaders and Leading a Diverse Workforce
Chairs: Meredith Newman, Florida International University (newmanm@fiu.edu) and Annie Hondeghem, K.U.Leuven (annie.hondeghem@soc.kuleuven.be)

Leaders and their workforce are becoming more diverse. The dominance of white middle-aged men is disappearing. This workshop dealt with some traditional issues of leadership, such as leadership and gender, but will also embark on new issues of diversity. What is the impact of a growing diversity in leadership on the functioning of public organisations and how do we deal with a diverse workforce in terms of gender, ethnicity and age?

WORKSHOP 3: Training and Developing Leaders
Chairs: Richard Callahan, University of Southern California (rcallaha@usc.edu) and Sylvia Horton, University of Portsmouth (sylvia.horton@port.ac.uk)

Training and development for public managers is organized in a variety of ways including specific and generic ways, internal and external, planned and organic, focused on knowledge and competencies.  This workshop dealt with the effectiveness of training and development for public managers and the transfer of knowledge to the public sector. An important question is: What are the specific training and development needs for managers working in the public sector?

WORKSHOP 4: Leading in a Multi-Sector Environment
Chairs: Kathy Denhardt, University of Delaware (kgden@udel.edu) and Peter Leisink, University of Utrecht (p.l.m.leisink@uu.nl)

In a governance environment, public leaders have to deal with a broad range of organizations: public, nonprofit as well as private organizations. While in a traditional bureaucratic environment leadership was linked to hierarchical organizational structure, now leadership is much more linked to a market and network environment. What impact does this have on responsibility and accountability of public leaders? Is leadership different in the public/private/nonprofit sector?

WORKSHOP 5: Leadership and the New Public Management
Chairs: Maria Aristigueta, University of Delaware (mariaa@udel.edu) and Per Lægreid, University of Bergen (per.lagreid@aorg.uib.no)

Philosophies of the New public management have been adopted by public organizations and public managers bringing challenges to leadership. For example, public managers must at times go outside of their own boundaries to identify organizations that can enhance public value. Expectations for accountability as well as responsiveness to users and citizens remain paramount in these relationships.

Among the questions this workgroup addressed were: How is leadership exerted in the tension between the centralization and decentralization brought about by NPM? How is leadership provided in shared power arrangements? What effects may post-NPM reforms have on leadership? What is the nature of the co-existence of NPM reforms and leadership?

WORKSHOP 6: Ethical Leadership in the Context of Globalization
Chairs: Guy Adams, University of Missouri (adams@missouri.edu) and Judy Johnston, University of Technology, Sydney, Australia (judy.johnston@uts.edu.au)

This workshop focused upon ethical leadership within a global context and invited papers that focus on the following questions:  What are the key contextual factors that shape the interaction between ethics and leadership?  What role can international agencies play in providing ethical leadership? Where does the ethics agenda sit alongside concerns with corporate governance, corporate social responsibility, and human rights?

Agenda | Workshop 1 | Workshop 2 | Workshop 3 | Workshop 4 | Workshop 5 | Workshop 6