Civic capacity: Building on transformational leadership to explain successful integrative public leadership

An emerging stream of work has been investigating the leadership processes necessary to guide public multi-sector collaborations. This stream of work argues that new leadership theory about integrative public leadership is needed because the context is different from that traditionally investigated...

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Bibliographic Details
Published inThe Leadership quarterly Vol. 23; no. 3; pp. 309 - 323
Main Authors Sun, Peter Y.T., Anderson, Marc H.
Format Journal Article
LanguageEnglish
Published Oxford Elsevier Inc 01.06.2012
Elsevier Science Ltd
Subjects
Civic capacity
Collaboration
Cooperation
Integrative public leadership
Leadership
Management styles
Motivation
Multi-sector collaboration
Pragmatism
Public sector
Studies
Transactional leadership
Transformational leadership
Civic capacity
Transformational leadership
Transactional leadership
Integrative public leadership
Multi-sector collaboration
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Summary:An emerging stream of work has been investigating the leadership processes necessary to guide public multi-sector collaborations. This stream of work argues that new leadership theory about integrative public leadership is needed because the context is different from that traditionally investigated by leadership researchers. In this paper, we advance the study of integrative public leadership by arguing that transformational leadership theory does apply to multi-sector collaborations, but needs to be augmented with an additional construct called “civic capacity.” We elaborate on this construct and suggest that it consists of three components: civic drive, civic connections, and civic pragmatism.
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ISSN:1048-9843
1873-3409
DOI:10.1016/j.leaqua.2011.05.018