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Shared leadership is a mutually shared process by those who share vision, information, feedback, leadership responsibility, and public policy problems with members in public organizations. This paper examines the effects of organizational structure, culture, and context on shared leadership from a public sector perspective. Completed mail surveys were received from 261 public employees of a local government in Florida. A multiple regression analysis was conducted to test five theoretically formulated hypotheses. The results showed that public employees' perceptions on shared leadership are partially explainable by organizational structure, culture, and context factors. Organizational crisis, information technology, innovative culture, and hierarchy of position are significantly associated with shared leadership. This paper concludes that every public employee displays and shares leadership under specific organizational dimensions.
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