Public Administration – Coursework Example

The definition of a public leader The definition of a public leader Leadership building often stems from the core of the individuals deemed to be leaders. From grooming, the individual is often known to possess this trait and as such if made aware of his future roles. Attribution theory, as seen in the text, shows how one can be fully induced with the capability to maintain and reflect good moral trends to his life and his subjects desires. A public leader following this theory is capable of meeting the desired qualification of a god leader through practicing effective moral relations with himself and the subject. Immoral claims from the subject would also pose as good judgment plot for the leader.
The two characteristics that support and the two that does not support are to give a diverse opinion of the subject of the leader.
Work-based conflict, on the other hand, is often considered and expected. The effectiveness of its management depends solely on the managerial techniques applied by the leaders. Operational theories applies, in this case, would make it count, and it is required for the effectiveness of the leadership process. A female leader and male leader all possess the capability to instill order in their workplace.
In conclusion leadership as described in the book and articles would require certain theories of leadership such as attribution theories and other relational theories that would ensure the managerial process would hold together as the leader applies the theories to bring understanding in time of conflict and efficiency in times of drag in the production process. The gender-based approach is not affected by the process in whichever manner. This is seen in the case examples as female leader and male leader are seen to possess and apply their theories of governing solely giving out the desired effect without any gender-based set back
Reference
Teaching Implicit Leadership Theories to Develop Leaders and ... (n.d.). Retrieved April 9, 2015, from http://amle.aom.org/content/10/3/397.abstract
Schuh, S., Zhang, X., & Tian, P. (n.d.). For the Good or the Bad? Interactive Effects of Transformational Leadership with Moral and Authoritarian Leadership Behaviors. Journal of Business Ethics, 629-640.
Davies, C. (n.d.). Teelken, C., Ferlie, E. and Dent, M. (eds) Leadership in the Public Sector: Promises and Pitfalls, Abingdon/New York: Routledge. 2013. xvi 262pp £85 (hbk) ISBN: 978-0-415-59174-4. Sociology of Health & Illness, 974-975.
Bush, T., & Bush, T. (2003). Theories of educational leadership and management (3rd ed.). London: Sage Publications.
Appelbaum, S., Audet, L., & Miller, J. (n.d.). Gender And Leadership? Leadership And Gender? A Journey Through The Landscape Of Theories. Leadership & Organization Development Journal, 43-51.