The impact of public leadership on collaborative administration and public health delivery.

BACKGROUND: This research depicts the linkage of public leadership on public health delivery (PHD) and collaborative administration. The research is also focused to examine the effect of public leadership on public health delivery through the intervening variable of collaborative administration by using both social information processing theory and collaboration theory. METHODS: This research is based on quantitative method. Data was collected from 464 public hospital administration in the context of Pakistan. This study evaluated data using SPSS, AMOS, and PROCESS Macro. RESULTS: Public leadership has a positive profound effect on public health delivery and collaborative administration, and that collaborative administration significantly promotes public health delivery. The outcomes also exposed that public leadership has substantial influence on public health delivery through intervening collaborative administration. CONCLUSIONS: Whilst public leadership demonstrated positive outcomes on public health delivery and collaborative administration, there is a need for more rigor studies on collaborative governance leadership, collaborative ethics and collaborative norms in the public health service.

Local Government Efforts to Mitigate the Novel Coronavirus Pandemic among Older Adults.

As the coronavirus crisis spreads swiftly through the population, it takes a particularly heavy toll on minority individuals and older adults, with older minority adults at especially high risk. Given the shockingly high rates of infections and deaths in nursing homes, staying in the community appears to be a good option for older adults in this crisis, but in order for some older adults to do so much assistance is required. This situation draws attention to the need for benevolent intervention on the part of the state should older adults become ill or lose their sources of income and support during the crisis. This essay provides a brief overview of public support and the financial and health benefits for older individuals who remain in the community during the pandemic. It reports the case example of Austin, Texas, a city with a rapidly aging and diverse population of almost a million residents, to ask how we can assess the success of municipalities in responding to the changing needs of older adults in the community due to COVID-19. It concludes with a discussion of what governmental and non-governmental leadership can accomplish in situations such as that brought about by the current crisis.

Linking public leadership with project management effectiveness: Mediating role of goal clarity and moderating role of top management support.

Objective: Grounding on social learning theory (SLT), this study examines the effect of public leadership on project management effectiveness (PME). Further, this study examines the mediating role of goal clarity and moderating role of top management support. Methodology: Hierarchical linear regressions were used to investigate the relationships. PROCESS Hayes (2003) Model 7 was used for the moderation and mediation analysis. The data was collected from 322 Pakistani public sector developmental project employees. Findings: The results show that public leadership positively affects goal clarity (ß = 0.049, p < 0.001) and project management effectiveness (0.032, p < 0.001). In addition, goal clarity mediates the association between public leadership and project management effectiveness (0.36, p < 0.001). Furthermore, the strength of the mediated relationship between public leadership and project management effectiveness (via goal clarity) depends on top management support. The indirect effect of public leadership on project management effectiveness is high when top management support is high (compared to low). Conclusion: The role of public leadership contributes significantly to the project's success. The project leader recognises, enlists, and promotes the organisation's core competencies, identifies, corrects, and controls key rigidities, places a high value on goal clarity, and continually lines up procedures with the project's overarching goals. Implications: Public leadership is crucial in project management effectiveness, especially in the public sector, where projects often involve multiple stakeholders, limited resources, and complex regulatory requirements. Effective public leadership ensures that projects are aligned with the organization's mission and goals and carried out efficiently, on time, and within budget.

Public leadership for gender equality: A framework and capacity development approach for gender transformative policy change.

Public leadership is essential in social change, and pivotal in transforming social and institutional norms related to gender inequality, going well beyond equal representation. It must embrace the potential for all public health leaders, of all genders, to become agents of change who challenge gender injustices and institutionalise gender transformative policies and programmes in public health. To support officials, initially in Ethiopia, and catalyse transformative change, we created a new framework and capacity development approach - Public Leadership for Gender Equality (PL4GE) - which can be customised to respond to each country's context. Drawing from three areas of leadership thought - public, transformative, and feminist leadership - PL4GE takes a public values approach in positioning gender equality as a human right, a common good, and a means to improve health outcomes. PL4GE promotes six key leadership practices - defining purpose and articulating vision, co-creating public value, empowering people, fostering strategic partnerships, navigating power, and embodying personal commitment - and guides public leaders through a capacity development journey of change, facilitating them to identify and activate opportunities for gender transformative change in their work and in turn, more broadly within the public whom they serve. Funding: Bill & Melinda Gates Foundation INV-002664 to Stanford University.

Moral Obligation, Public Leadership, and Collective Action for Epidemic Prevention and Control: Evidence from the Corona Virus Disease 2019 (COVID-19) Emergency.

To investigate the effect of villagers' moral obligation and village cadres' public leadership on villagers' collective action for epidemic prevention and control, against the background of the corona virus disease 2019 (COVID-19) emergency in China, we constructed models based on the institutional analysis and development (IAD) framework and employed principal component analysis (PCA) and ordered probit regression, drawing on survey data from 533 villagers in Henan province adjacent to the COVID-19 origin province, Hubei, China. The results indicate that: (1) generally, both moral obligation and public leadership as well as their constituent indicators contributed positively to collective action for COVID-19 prevention and control; (2) moreover, moral obligation and public leadership can strengthen each other's positive role in collective action for COVID-19 prevention and control. Based on the above findings, this paper suggests that villagers' moral obligation can be perfected through internalizing epidemic prevention and control norms into the villagers' moral norms by the way of villagers mastering the rural public health governance scheme. In addition, public leadership can be improved through professional training of village cadres and by motivating village elites to run for village cadres. With improved villagers' moral obligation and village cadres' public leadership, collective action for epidemic prevention and control could be more likely to be realized.

Exploring shared leadership in public organizations: evidence from the educational arena / Explorando el liderazgo compartido en las organizaciones públicas: evidencias de la arena educativa / Explorando a liderança compartilhada em organizações públicas: evidências da arena educacional

Abstract Collective leadership, reflecting the representative and participatory character of bureaucracies, is known to have a good fit for public organizations. Despite the importance of the topic, very few studies have examined what triggers the emergence of shared or participative leadership in public organizations and how these plural forms of leadership translate into team outcomes. To fill this gap, this study explores whether the existence of an organizational climate characterized by participative safety (a climate characterized by shared purpose, social support, and voice) can facilitate the emergence of collective forms of leadership, such as shared leadership. Further, we investigate if shared leadership ultimately influences an important organizational outcome: voluntary turnover. To test our model, we conducted a field study with 96 public schools and more than 1,000 teachers of the public educational system of the city of Rio de Janeiro. Our results highlight the importance of the existence of a favorable organizational climate for the emergence of shared leadership and provide evidence of the positive effects of this type of leadership on reducing turnover ratings among public teachers.

Resumen El liderazgo compartido, que refleja el carácter representativo y participativo de las organizaciones públicas, es reconocido por su adecuación a este tipo de burocracia. Sin embargo, a pesar de la importancia del tema, pocos son los estudios han examinado qué desencadena la aparición del liderazgo compartido o participativo en las organizaciones públicas y cómo estas formas plurales de liderazgo se traducen en resultados organizacionales. Para llenar esta brecha, exploramos cómo la existencia de un clima organizacional caracterizado por la seguridad participativa (un clima determinado por propósito compartido, apoyo social y voz) puede facilitar estilos de colectivos de liderazgo, como el liderazgo compartido. Además, investigamos si el liderazgo puede tener impacto sobre un importante indicador organizacional: rotación de personal. Para probar nuestro modelo, realizamos un estudio de campo con 96 escuelas públicas y más de 1.000 profesores de la red pública de enseñanza de la ciudad de Río de Janeiro. Nuestros resultados resaltan la importancia de la existencia de un clima organizacional favorable al surgimiento del liderazgo compartido y evidencia los efectos positivos de ese tipo de liderazgo en la reducción de los índices de rotación de profesionales de la red pública.

Resumo A liderança coletiva, que reflete o caráter representativo e participativo das burocracias públicas, é reconhecida como um bom modelo para este tipo de organizações. No entanto, apesar da importância do tópico, poucos estudos exploraram o que promove a emergência da liderança compartilhada ou participativa em organizações públicas e como essas formas plurais de liderança se traduzem em resultados organizacionais. Para preencher essa lacuna, exploramos como a existência de um clima organizacional caracterizado pela segurança participativa (um clima marcado por propósito compartilhado, apoio social e voz) pode facilitar o de estilos de coletivos de liderança, como a liderança compartilhada. Além disso, investigamos se a liderança pode impactar um importante indicador organizacional: rotatividade. Para testar nosso modelo, realizamos um estudo de campo com 96 escolas públicas e mais de 1.000 professores da rede pública de ensino da cidade do Rio de Janeiro. Nossos resultados ressaltam a importância da existência de um clima organizacional favorável ao surgimento de liderança compartilhada e evidencia os efeitos positivos desse tipo de liderança na redução dos índices de rotatividade de profissionais da rede pública.