Leadership styles in state-owned enterprises

Article Abstract:

CEOs in state-owned enterprises can have a major effect on planning and performance within these entities. Four types of leadership styles in these government business enterprises are identified: controversy minimizer, commercial goals maximizer, political goals maximizer, and social welfare maximizer. The controversy minimizer has little commitment to the narrow commercial objectives of the enterprise. The commercial goals maximizer has a high business orientation, but little interest in social or political goals. The political goals maximizer uses the managerial position as a means for fulfilling or promoting external goals. The social welfare maximizer responds to both the commercial objectives of the organization and the concerns of society or government in general.

Chief executive officers, Leadership

---

Performance evaluation of state-owned enterprises in theory and practice

Article Abstract:

The goal orientation of government-owned businesses in India is explored as a way of developing a behavioral theory of such entities. Research consisted of seeking patterns in the subjective evaluations of a group of Indian state-owned-enterprises by key environmental actors such as journalists and senior bureaucrats. Results consistently showed that commercial profitability was the most important factor explaining the subjective evaluations offered by the bureaucrats. Some of the same findings were also true for responding journalists. It is suggested that Indian state-owned-enterprises will continue to seek profits, not only to cut financial reliance on government but also to develop some degree of external legitimacy.

Evaluation, Economic aspects, India, Industrial policy, Organizational effectiveness, Public sector, Government ownership, Nationalization

---

Public entrepreneurs: who they are and how they operate

Article Abstract:

Most studies of entrepreneurship look at private entrepreneurs. This article introduces the concept of 'public entrepreneurs' and illustrates it with examples from public enterprises in the U.S. and abroad. This article explores the similarities and differences in the personal characteristics of public and private entrepreneurs as well as the public entrepreneur's strategies for getting around well-known barriers to entrepreneurship in the public sector. Many of these methods can be used by the public sector manager to become more effective in his or her job. Finally, the article raises policy issues about how society can best harness the power of public entrepreneurs. (Reprinted by permission of the publisher.)

Research, Innovations, Public employees, Government employees, Entrepreneurship

Similar abstracts:

• Abstracts: The role-based performance scale: validity analysis of a theory-based measure. Modes of theorizing in strategic human resource management: tests of universalistic, contingency, and configurational performance predictions
• Abstracts: Strategy and structural adjustment to regain fit and performance: in defence of contingency theory. Organization design and the life-cycles of products
• Abstracts: The relationship of seniority to job performance following reinstatement. part 2 Unexpected consequences of improving workplace justice: a six-year time series assessment
• Abstracts: Organizing for innovation. Organizational DNA for strategic innovation. The impacts of IT on firm and industry structure: the personal computer industry

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.