Restructuring Government Organizations

Government organizations have undergone whatsoever change in recent years, with an emphasis on lay off and eliminating middle managers. This means that managers who remain in the organization ar faced with changing organizational structure, changing responsibilities, and a scrap to create an environment which can accommodate the highly assorted needs of a dynamic workforce. This research examines traditional types of organizations and leadinghip styles, considers new developments in both of these areas, and offers observations on what governing body organizations great power look like in the future, and what effective managers might do to become better leaders.

Traditionally, successful organizations have a crew of leaders and managers at each level. Leaders provide the mass and the overall mission that the organization strives to achieve, spot managers administrate the day-after-day activities that table service achieve the vision. Organizations cannot long survive without both leaders and managers: organizations without leaders lack the vision for long-term success; organizations scatty managers do not have the infrastructure necessary for the discipline to achieve the leader's vision. Leaders guide organizations in new directions while managers set forth the policies which solidify those changes. It is difficult, if not impossible, to determine whether leaders or managers are much important to an o

Deluga, R. J., & Souza, J. (1991, March). The effects of transformational and transactional leadership styles on the influencing behavior of helper police officers. Journal of Occupational Psychology, 64, 49-55.

Today's managers have a more complex role than managers of previous eras. They must balance a highly regulated work environment with the needs of a diverse group of workers, many of whom have conflicting separate(prenominal) and career goals. Added to this is the high pace of technological change and the overlarge amount of information which must be generated and disseminated among subordinates and superiors.

Under charisma/inspirational approaches, the leader demonstrates a high degree of popularity or celebrity status and is held in high esteem by peers, subordinates and superiors alike. Typically, the charismatic leader is also visionary, courageous, value driven and serves as an agent of change within the organization. Transformational leaders who use individual stimulation exhibit a high level of knowingness of current employee problems. Ways in which this awareness is created include life experience, the ability to handle ambiguity, the ability to handle complexity and uncertainty, and the evidence of intellectual courage. The third type of transformational leader uses consideration for the individual, which is considered the last behavioral pattern of the transformational leader. Leaders who exhibit this trait look their individual subordinates through one-to-one interaction. These leaders have a concern for and a belief in their individuals (Matey, 1991, p. 601).

In government organizations, leaders are necessary to convey the vision of the pick out officials or of the official policy which the employees are committed to implementing. Managers help to administrate these policies, but leaders, both in the form of elective officials as well as managers, are necessary to fit that the political mission is understood at all levels of
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