Public Leadership Presentation Due Week 10 And Worth 150 Poi ✓ Solved

Public Leadership Presentation Due Week 10 and worth 150 points

Condense information from Assignments 1, 2, 3, and additional criteria in order to develop a creative and appealing PowerPoint presentation. Incorporate the professor’s feedback from Assignments 1, 2, and 3 in order to proficiently develop Assignment 4. Use scholarly journal articles and/or Strayer databases to complete additional research on your selected topic.

Use the basic outline below as headers for your presentation. Organize your responses to each question (except Questions 1, 2, and 8) under the following slide headings: Role of the Chief of Staff (for Question 3), Public Leadership Theory (for Question 4), Public Leadership Styles (for Question 5), Public Leadership Trends (for Question 6), Our Government Leadership (for Question 7).

Create a ten to twelve (10-12) slide presentation in which you: Create a title slide and references section. Narrate each slide, using a microphone, indicating what you would say if you were actually presenting in front of an audience. Briefly summarize your role as Chief of Staff and the task the City Manager had charged you with regarding the Public Leadership Academy.

From the specific leadership theories that you had reviewed in the previous assignments, determine one (1) theory that best fits the mission of the Public Leadership Academy. Provide a rationale to support your answer. From the styles that you had discussed in the previous assignments, determine two (2) styles that best fit the mission of the Public Leadership Academy. Provide a rationale to support your answer.

Predict three (3) public leadership trends that you believe will be particularly significant within the next decade. Based on your responses in Questions 4-6, prepare an argument that convinces the City Manager to adopt the leadership theory and style(s) that best fit the mission of the Public Leadership Academy. Provide support for your argument.

Include at least five (5) academic references (no more than five [5] years old) from material outside the textbook. Note: Appropriate academic resources include academic and governmental Websites, scholarly texts, and peer-reviewed articles.

Your assignment must follow these formatting requirements: Include a title slide containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. Include a reference slide containing the sources that were consulted while completing research on the selected topic, listed in APA format.

Paper For Above Instructions

The role of the Chief of Staff within the context of public administration is pivotal as it serves as a critical link between elected officials and the public. This position entails not just administrative management, but also leadership and strategic oversight. As Chief of Staff, my responsibilities involve supporting the City Manager in fulfilling the goals of the Public Leadership Academy, which aims to enhance leadership capacities among public sector employees.

In reviewing several leadership theories, the Transformational Leadership Theory has emerged as the most suitable for the mission of the Public Leadership Academy. Transformational leaders inspire and motivate employees to exceed their own self-interests for the sake of the organization and its collective goals (Bass & Riggio, 2006). This theory emphasizes vision, inspiration, and change—essential elements needed to foster a learning-oriented environment within the Public Leadership Academy.

Regarding leadership styles, I propose that the Servant Leadership and Participative Leadership styles are the most aligned with the mission of the Public Leadership Academy. Servant Leadership focuses on serving others, emphasizing collaboration, empathy, and ethical practices (Greenleaf, 1977). This style is effective in a public sector context where the emphasis is on community and public service. Additionally, Participative Leadership encourages involvement from team members in decision-making processes, which fosters a sense of ownership and accountability (Vroom & Jago, 2007). This collaboration can lead to innovative solutions to complex public problems.

Looking ahead, three significant trends in public leadership are likely to shape the next decade: the increased use of technology in leadership practices, a greater emphasis on diversity and inclusion in leadership roles, and the shift towards sustainability and social responsibility in public administration. Technology has transformed how leaders communicate and engage with citizens, making effective communication essential for public leaders (Reddick et al., 2020). Furthermore, as society becomes more diverse, public leadership must reflect this diversity to meet the needs of all constituents. Lastly, with growing concern about climate change and social equity, leaders must prioritize sustainable practices in their strategic vision.

To persuade the City Manager to adopt Transformational Leadership and the combined Servant and Participative styles, I would emphasize that these approaches not only resonate with the Academy's mission but also prepare leaders to respond effectively to emerging trends. By fostering an inclusive environment that values feedback and innovation, the Public Leadership Academy can produce future leaders equipped to navigate the complexities of public service in the modern era. These leadership frameworks promote not only effectiveness in achieving organizational goals but also contribute to the overall betterment of community well-being.

These leadership theories and styles not only create immediate advantages but also ensure the long-term sustainability of the leadership pipeline in our public institutions. By imparting transformational and servant leadership principles, we empower leaders who can inspire their teams and engage their communities in meaningful ways.

References

• Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Mahwah, NJ: Lawrence Erlbaum Associates.
• Greenleaf, R. K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. New York, NY: Paulist Press.
• Reddick, C. G., Turner, M., & Montalvo, C. (2020). The Role of Technology in Public Leadership. Public Administration Review, 80(6), 1021-1031.
• Vroom, V. H., & Jago, A. G. (2007). The role of the situation in leadership. Leading and Managing in the Public Sector. New York, NY: M.E. Sharpe.
• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Thousand Oaks, CA: Sage Publications.
• Denhardt, R. B., & Denhardt, J. V. (2015). The New Public Service: Serving, Not Steering (4th ed.). Armonk, NY: M.E. Sharpe.
• Svarc, J. (2019). Participative Leadership: Promoting Inclusiveness in Decision-Making. Public Management Review, 21(5), 667-685.
• Kettunen, P. (2021). Leadership in Public Administration: Trends and Future Directions. International Journal of Public Administration, 44(6), 488-502.
• Thompson, G. F., & Hartley, J. (2020). Advances in Public Leadership Research: Perspectives and Opportunities. Public Administration Review, 80(1), 8-14.
• Rainey, H. G. (2014). Understanding and Managing Public Organizations (5th ed.). San Francisco, CA: Jossey-Bass.