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Essay / Research Paper Abstract
This 14 page paper looks at the concept and practice of leadership, comparing and contrasting the way it takes place in public sector organizations with the private sector, considering aspects such as the role of leadership, how it is practiced and expectations of leadership by stakeholders and employees. The bibliography cites 19 sources.
Page Count:
14 pages (~225 words per page)
File: TS14_TEpubpriled.rtf
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Unformatted sample text from the term paper:
the years, with application of that theory possible across a multitude of disciplines, such as business to politics. Many of the concepts are presented as universal, but it is
also undeniable that in different types of organization may require different inputs, as such there may be different leadership needs. It may be argued that there are many more pressures
on those operating within the private sector compared to the public sector of the third sector1. In order to compare and contrast leadership that is needed in different segments of
the economy to identify potential differences as well as similarities the concept of leadership itself needs to be defined. A leader may be defined as "a guiding or directing
head, as of an army, movement, or political group" (Dictionary.com, 2009). It has been argued by commentators that bureaucratic organizations rely on manager more than leaders, with the public sector
often associated with bureaucratic structures due to the need for public accountability so a major difference may be the needs ion terms of the approaches and the use of leadership
and management. Zaleznik (1977) states that "managers and leaders are two very different types of people". This is a view with agrees
with Drucker, who does not believe that leaders can be defined merely by personality, but that a leader will have characteristics which are not found in a manager, making them
different types of people (Hesselbein et al, 1997). Drucker argues that what identifies a leader, separating them from managers, is that leaders will have followers, will set examples and will
have responsibilities. Furthermore, Drucker also argues that leaders will often be self critical, subjecting themselves to a mirror test (Hesselbein et al, 1997). This appears to be aligned with
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