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The literature on leadership with a public sector focus is a fraction of that in the private sector. In first half of the twentieth century, no distinctive perspective in the public sector leadership emerged. In the 1950s, a series of good leadership studies in the administrative realm were produced, most notably by Selzenick (1957) and Bernstein (1958). In the 1960s, Corson wrote his second book on administrative leaders and Graubard and Holton edited series of essays on political and administrative leadership (1962). The 1970s produced administrative role in iron triangle politics (Helco, 1977) and several good works of military and quasi-military leadership (Winter, 1979).

With the introduction of the power and influence literatures in1980s, the resurgence of vehement interest in leadership was evidenced in the administrative leadership literature. The administrative leader as entrepreneur was introduced by Eugene Lewis (1980) and expanded upon by Doig and Hagrove (1987). Kaufman provided a definitive executive study (1981); Cleveland (1985) and Gardner (1989) provided well rounded essays embedded in the Selzenick's tradition. However, the primary focus of the more specialized studies continued to be on the military leadership (Van Fleet and Yukl, 1986). The works came to the fore in 1990s on public sector leadership concentrated on local and national policy makers and civic leaders (Chrislip and Larson 1994). Some emphasized specific elements of leadership such as planning, problem focus and public service values (Bryson and Crosby, 1992),

The mainstream leadership research and theory was dragged into more integrative models in the 1980s by the new economy which was triggered by the economic shocks of 1970s. Substantially, higher levels of productivity and customer focus necessitated an integrative model or set of models as a replacement of the transactional approaches. Some of the promising works in the public sector leadership including that of Doig and Hagrove (1990), Riccucci (1995) and Svara (1994) were in fact based on theoretical frameworks that resemble integrative framework of leadership. Doig and Hagrove (1990) determined that a leader's skills and abilities had to match the task at hand and had to be complemented by favorable conditions. According to Riccucci (1995), political, managerial, and leadership skills and experience, technical expertise, managerial style, and personality all help to make leaders more effective. However leaders were most effective when they also receive strong political support and ample resources, and task assigned match their skills and abilities. Svara (1994) came up with a leadership framework, which linked a leader's effectiveness to personal characteristics and skills, resources, congruence of goals, a homogenous community, and favorable political environment.

These three studies, being the first attempts by public management scholars to put together elements of different leadership theories and approaches in a single theoretical framework, gave a new facet to the understanding of public sector leadership. But, according to Fernandez (2005), several methodological and conceptual limitations may have weakened the validity of these studies本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。