Public Executive Leadership in East and West-Reference-Cited by-同舟云学术

Public Executive Leadership in East and West

Published:2013-04-25 Issue:2 Volume:33 Page:164-184
ISSN:0734-371X
Container-title:Review of Public Personnel Administration
language:en
Short-container-title:Review of Public Personnel Administration

Author:

Berman Evan¹,Wang Chun-Yuan²,Chen Chung-An³,Wang XiaoHu⁴,Lovrich Nicholas⁵,Jan Chung-yuang⁶,Jing Yijia⁷,Liu Wei⁸,Gomes Ricardo⁹,Sonco Jose Tiu¹⁰,Meléndez Claudio¹¹,Hsieh Jun-yi¹²

Affiliation:

1. Victoria University of Wellington, Wellington, New Zealand

2. Central Police University, Taoyuan, Taiwan

3. Nanyang Technological University, Singapore

4. City University of Hong Kong, China

5. Washington State University, Washington, USA

6. National Chengchi University, Taipei, Taiwan

7. School of International Relations and Public Affairs at Fudan University, Shanghai, China

8. School of Public Administration and Policy at Renmin University of China, Beijing, China

9. University of Brasilia and Director of Educational Research, Brasilia, Brazil

10. University of the Philippines, Manila, Philippines

11. Universidad Alberto Hurtado, Santiago, Chile

12. University of Taipei, Taiwan

Abstract

The Asia-Pacific region is known for examples of public managers taking initiative for addressing large challenges and opportunities, but recent concerns are that public leadership is greatly reduced in the new democratic and media-conscious era. Comparative data from South Korea, Mainland China, Taiwan, Malaysia, the United States, India, Brazil, and Chile show that perceptions of strong public executive leadership in Asia-Pacific are similar to those in the United States (respectively 40% and 35%). Perceived leadership is greater in stable, one-party regimes (Malaysia, Mainland China), than in those that have party turnover (Taiwan, South Korea). This article also argues that HRM factors affect the calculus of leaders’ initiative-taking, and finds that in both the East and West public executive leadership is associated with HR factors affecting recruitment, selection, compensation, appraisal, rewards, and satisfaction with civil service systems. This article calls for further research and strategic HRM actions that strengthen public executive leadership in democracies.

Publisher

SAGE Publications

Subject

Organizational Behavior and Human Resource Management,Public Administration

Link

http://journals.sagepub.com/doi/pdf/10.1177/0734371X13484827

Reference55 articles.

1. Bureaucratic Politics, State Capacity, and Taiwan's Automobile Industrial Policy

2. PUBLIC AGENCY LEADERSHIP: THE IMPACT OF INFORMAL UNDERSTANDINGS WITH POLITICAL APPOINTEES ON PERCEIVED AGENCY INNOVATION IN TAIWAN

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