Abstract
ABSTRACTManaging Up, Down, and Across the Organization: An Exploration of Leadership Perspectives in Executive Management of Public Organizations
By Charles K. Nelson, DPAPurpose. The purpose of this study was to examine the ability of managers of public organizations to effectively manage up, manage down, and manage across the organization.
Theoretical Framework. The theoretical framework of this study was based on leadership theories in public organizations. The most common theories are the great man theory, traits theory, behavioral theory, contingency theory, and transformational leadership theory in public administration. This study focused on emerging theories about managing up, down, and across organizations that derive from contingency theory.
Methodology. Twenty-nine city managers and assistant city managers representing 15 California cities in Los Angeles County operating with a council–manager form of government participated in the study. All the city managers and assistant city managers responded in June 2020 through August 2020 to a written questionnaire with open-ended questions.
Findings. City managers’ views of their leadership differed from the literature in the exercise of their leadership outside of formal reporting relationships (e.g., with council, the community, and other stakeholders). The leadership literature in public administration has not generally addressed city managers’ leadership outside the organization.
Conclusions and Recommendations. Treating leadership the same at all levels impacts the descriptive value of leadership theory by oversimplifying the practice of leadership at the executive level. This study supports the conclusion that there is increased complexity in the application of skills as one’s position in the organization changes. The complexity is based on a wider variety of contexts within which the skills are practiced for city managers. Executive leadership studies in local government should consider the entire environment in which city managers operate, not just within the organization. Development programs for future executive leaders in local government should put a greater emphasis on the context in which leadership skills are exercised.