All posts by Rudolf Metz

PUPOL NEWSLETTER – MARCH 2020

We collected some interesting updates from our field of public and political leadership.

Please send Rudolf Metz (rudolf.metz@uni-corvinus.hu) news about events, conferences, special issues, jobs, research funds, your new publications, and other relevant writings. I will share this information in our monthly newsletter and on our Facebook site.

Deadline for the next newsletter: April 20, 2021

PUPOL news and events

  • PUPOL section at IRSPM Conference 2021

The call for the PUPOL section at the International Research Society for Public Management’s virtual conference aroused great interest! We could form 7 panels with 21 presentations. We face a stimulating program on 20 – 23 Apr 2021.

Research developments

Some exiting readings for this month:

PUPOL Early Career Network on Tour: the Leiden Leadership Centre

Monday, March 29, 2021, 9.00 – 10.30 am (CEST) – MS Teams

The event series provides an opportunity for early-career researchers and research centres to present their on-going research and professional and educational activities. Our first stop will be the Leiden Leadership Centre, Universiteit Leiden (NL) introduced by Dr. Ben Kuipers, Director and Moniek Akerboom MSc., PhD candidate.

Please confirm your attendance by filling in this form!

If you have questions about this event, please contact Moniek Akerboom (m.d.akerboom@fgga.leidenuniv.nl)

PUPOL Webinar Series: What can Cities and Communities learn from Covid-19?

Wednesday 24th March 2021 4.00 – 5.30pm (GMT)

This international webinar will bring together political and civil society leaders from cities at the hotspot of Covid-19, such as Bergamo (Italy), Bristol (UK), London (UK), and Milan (Italy), by sharing insights and by reflecting on the recently published book by Professor Hambleton. We will discuss together how to go beyond Covid-19 and build more equitable, sustainable, and resilient cities for a post-Covid-19 world.

Speakers:

This international webinar is organised by the Citizenship and Governance Strategic Research Area of The Open University in cooperation with the PUPOL International Academic Network

Registeration: [HERE]

PUPOL Newsletter – February 2020

We collected some interesting updates from our field of public and political leadership.

PUPOL news and events

  • PUPOL Webinar Series: What can cities and communities learn from Covid-19?

Wednesday 24th March 2021 4.00 – 5.30 pm (GMT)

This international webinar will bring together political and civil society leaders from cities at the hotspot of Covid-19, such as Bergamo (Italy), Bristol (UK), London (UK), and Milan (Italy), by sharing insights and by reflecting on the recently published book by Professor Hambleton. We will discuss together how to go beyond Covid-19 and build more equitable, sustainable, and resilient cities for a post-Covid-19 world

Speakers:

This international webinar is organised by the Citizenship and Governance Strategic Research Area of The Open University in cooperation with the PUPOL International Academic Network

Registeration: [HERE]

 

  • PUPOL Early Carrier Network on Tour: the Leiden Leadership Centre

Monday 29th March 2021 9.00 – 10.30 am (CEST)

The event series provides an opportunity for young researchers and their research centres, research groups and young researchers to present their on-going research and professional and educational activities. Our first stop will be the Leiden Leadership Centre, Universiteit Leiden (NL) introduced by Dr. Ben Kuipers, director and Moniek Akerboom MSc., PhD candidate. We will soon provide more details! Follow us on Twitter, Facebook and PUPOL website!

 

Research developments

Some exiting readings for this month:

The latest issue of the International Journal of Public Leadership (Vol. 17 No. 1):

Special Issue: Public Leadership in Times of Crisis–Viewpoints on Political and Administrative Leadership in Response to COVID-19

  • Tim A. Mau, Richard F. Callahan, Frank Ohemeng. “Guest editorial”
  • Juraj Nemec. “Government transition in the time of the COVID-19 crisis: Slovak case”
  • Rosley Anholon, Milena Pavan Serafim, Wagner Luiz Lourenzani, Iris Bento Silva, Izabela Simon Rampasso. “Leadership in Brazilian public universities: initiatives conducted by three state universities of São Paulo in the context of COVID-19 pandemic”
  • Ken Weidner II, Lisa A.T. Nelson. “The role of power-addiction and maladaptive denial in the US federal COVID-19 response”
  • Spyros Schismenos, Antoine A. Smith, Garry J. Stevens, Dimitrios Emmanouloudis. “Failure to lead on COVID-19: what went wrong with the United States?”
  • Rebecca M. Entress, Jenna Tyler, Staci M. Zavattaro, Abdul-Akeem Sadiq “The need for innovation in deathcare leadership”
  • Abdul-Akeem Sadiq, Naim Kapucu, Qian Hu. “Crisis leadership during COVID-19: the role of governors in the United States”
  • Jeffrey Glenn, Claire Chaumont, Pablo Villalobos Dintrans. “Public health leadership in the times of COVID-19: a comparative case study of three countries”
  • M Aslam Alam “Leading in the shadows: understanding administrative leadership in the context of COVID-19 pandemic management in Bangladesh”
  • Michal Plaček, David Špaček, František Ochrana “Public leadership and strategies of Czech municipalities during the COVID-19 pandemic – municipal activism vs municipal passivism”
  • Paul Pounder “Responsible leadership and COVID-19: small Island making big waves in cruise tourism”

 

Calls for Papers

International Journal of Public Leadership Vol. 18, No. 2, 2022Public Leadership in Times of Crisis—The Intersection of Political and Administrative Leadership Responding to Crisis

Guest Editors: Tim A. Mau (University of Guelph, Canada tmau@uoguelph.ca) and Frank Ohemeng (Concordia University, Canada frank.ohemeng@concordia.ca)

For this special issue, we are looking for more in-depth, theoretically-oriented research papers or case studies that focus on how politicians, public servants and civil society actors provide leadership in response to a wide range of crises—be it political (e.g. responding to and preparing for Brexit), social and economic (e.g., famine or drought in Africa or an Asian tsunami), or health-related (e.g. the COVID-19 pandemic, the global SARS crisis, or the avian flu). As we know, in crisis situations, leadership in varied forms and addressing myriad questions is critical (Boin et al. 2018; Hartley, 2018). Having said that, we are especially interested in research studies that focus specifically on the interface between political and administrative leaders responding to such crises, since this an important area of public leadership research that has hitherto been neglected (Hartley, 2018).

Again, as an internationally-focused journal, we would like to capture a truly global perspective (Comfort et al., 2010) regarding various forms of public leadership during crises in this special issue, particularly from those parts of the world—namely Africa and Asia—that at present do not figure as prominently in the public leadership literature. Submissions can be country-specific, as well as comparative, examining examples of public sector leadership in two or more jurisdictions.

Manuscripts could address any of the following as well as other related questions that will contribute to our understanding of either public leadership in the broadest sense, which includes political, administrative or civic leadership (’t Hart and Tummers, 2019), or strategy and governance (Roberts, 2020) in times of crisis:

  1. What is the nature of the relationship between political and administrative leaders during crisis situations? Does the power shift from the politicians to various administrative leaders during a crisis because of an increased emphasis on the need for evidence-based decision-making?
  2. The public administration literature points to a shift to more shared and collaborative forms of leadership as a result of the shift to the new public management and new public governance paradigms. Does the need for shared leadership—between political, administrative and civic leaders—take on even greater importance in a crisis?
  3. Do crises provide more opportunities for innovative leadership by public servants at all levels?
  4. How do frontline public servants or street-level bureaucrats and their superiors provide leadership during a crisis? Does the nature of administrative leadership change during a crisis?
  5. Are charismatic administrative leaders more effective at motivating and inspiring public sector employees during times of crisis than other types of leaders?
  6. Are there best practices of leadership development in crisis management that can be applied in every situation?
  7. How can administrative leaders use foresight to conceptualise and understand future crisis events?
  8. What leadership lessons can be learned from the crisis situation in question and how can political and administrative leaders both learn and prepare for future crises?

We welcome manuscripts between 6,000 and 8,500 words that report on any type of quantitative or qualitative research undertaken by the author(s) involving the construction and/or testing of a model or framework or the presentation and analysis of survey or interview data. We would also be interested in case studies of administrative leadership in times of crisis; these cases would describe actual interventions or experiences of administrative leaders within public sector organizations.

Those authors who are interested in being considered for publication in this special issue of the journal should submit their papers using the ScholarOne Manuscript submission system (https://mc.manuscriptcentral.com/ijpl) by August 1, 2021The deadline for final acceptance of manuscripts is February 7, 2022.

References

  • Boin, Arjen, Paul ’t Hart, Eric Stern and Bengt Sundelius (2017). The Politics of Crisis Management: Public Leadership Under Pressure. Cambridge University Press.
  • Comfort, Louise, Arjen Boin, and Chris Demchak (2010). Designing Resilience: Preparing for Extreme Events. University of Pittsburgh Press.
  • Hartley, Jean (2018). “Ten propositions about public leadership, ”International Journal of Public Leadership,  14 Issue: 4, pp.202-217,  https://doi.org/10.1108/IJPL-09-2018-0048.
  • Roberts, Alasdair (2020) Strategies for Governing: Reinventing Public Administration for a Dangerous Century, Cornell University Press.
  • ’t Hart, Paul and Lars Tummers (2019). Understanding Public Leadership. Red Globe Press.

Please send Rudolf Metz (rudolf.metz@uni-corvinus.hu) news about events, conferences, special issues, jobs, research funds, your new publications, and other relevant writings. We will share this information in our monthly newsletter and on our Facebook site.

Deadline for the next newsletter: March 20, 2021

Call for Abstracts: IRSPM Conference 2021

The PUPOL will organize a panel at the International Research Society for Public Management Conference. The first virtual IRSPM Conference will be held on April 20 – 23, 2021. The call for paper abstracts is open until February 12, 2021. (Details of abstract submission)

Societies face increasingly complex and wicked challenges occurring simultaneously, across a diverse range of issues such as global health threats to our lifestyle, freedom, and the economy; technological advances that impact on privacy; threats to democracy; climate emergency; income and racial inequalities; migration, and more.

To address such societal challenges, on one side citizens look to public leaders to exercise leadership on behalf of them; on the other side, citizens step up to take a public leadership role, for example, Greta Thunberg for climate change. Examining the impact of leadership on society and communities expands the understanding of whether and how public leadership can make a difference.

This panel proposal calls for papers to investigate the role, processes, and impact of public leadership in responding to contemporary complex and wicked societal challenges at any level, from the micro to the macro. Public leadership is intended broadly, as leadership in the public sphere (Hartley 2018) dealing with collective problems and/or collective opportunities across sectors. We welcome both theoretical and empirical contributions, with a range of well-articulated methodologies.

Abstracts should be of max. 500 words including references. More detailed authors’ guidelines will be available on IRSPM.org and the ExOrdo system for reference. The panel is organized in cooperation with the PUPOL (Public and Political Leadership) network https://www.pupolnetwork.com and will feature traditional paper presentation sessions, and open sessions to discuss public leadership in a post-Covid-19 world and needed future directions of public leadership research. This will enable the panel to bring together a range of diverse views and traditions on public leadership.

Some of the topics that are particularly welcome are the following, but we are open to any relevant work which studies political, managerial and community leadership for the public sphere:

  • The relationship between public leadership, collaborative governance, and strategic management;
  • Public leadership responses to Covid-19, including comparative analysis across and within nations
  • Political leaders under stress: challenges of populism and technocracy for democratic leadership in extraordinary times;
  • Place-based and collaborative approaches to public leadership;
  • The role of leadership in enhancing the salience of purpose in public organizations and partnerships;
  • Ethical leadership and the role of compassion in political and public leadership responses to crises;
  • Differences and/or similarities of forms of political, managerial and community leadership;
  • The role of public leadership in addressing causes and consequences of inequality and social exclusion;
  • Public leadership from the ground up: resistance and agency of historically marginalized and subaltern groups;
  • The role of public and political interactive leadership in engaging members of the society in interactive policy and public management;
  • Positive and negative followership and the role of social networks and media and their impacts on leadership.