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Deliberate and successful attempts to build distinctive collective research strategies, or ‘profiles’, that involve reallocating resources to particular areas constitute a new phenomenon in the German university system. Rectors and presidents have come to consider such profile-building as an important task, which their increased authority makes it possible for them to push forward. This chapter discusses how this significant shift in organizational leadership and identity came about, focusing on the key elements of the ‘new public management’ (NPM) that were decisive for this development, and on the factors explaining variations in profile-building activities and their success at German universities.

This chapter examines the characteristics of leadership — the roles and resources, including power resources, which are available to the leadership. The chapter explores how far and why formal and informal leadership roles and processes are similar or different; whether direct (face-to-face) leadership and indirect leadership (operating through a chain of command or distributed network) are distinctive; and the impact of different sources of legitimacy (expertise, democratic election and so on). The characteristics of leadership are also shaped by the organisational and inter-organisational conditions that may support, enhance or limit leadership. In addition, the discussion explores how far the leadership of interorganisational networks is similar to, or different from, the leadership of discrete organizations.

Research in organizational leadership and project management rarely overlap. Project management teams have specific characteristics that make them distinguishable from traditional work teams, thus providing unique opportunities for studying leadership in non-traditional settings. This chapter highlights the defining components of project management teams and suggest reasons that these contextual features stand to enhance the current knowledge of leadership in both fields. The chapter also reviews work on traditional leadership research and its incorporation into project management teams, suggesting ways in which this work could be further developed. Future research directions for scholars across both disciplines are suggested.

This chapter evaluates how elected mayors face the competing pressures of both running a large public service bureaucracy that is a council and leading the local community. The tension between political responsibility for public services and a broader governing responsibility is clearly seen in the way in which mayors have formed their cabinet and allocated portfolios to cabinet members. Councillors inextricably linked their role in service provision to notions of government and representation. Local Strategic Partnerships is a formal, government-inspired institutional arrangement that is rule driven and codified and set within the broader institutional framework of the local council. Organisational leadership of the council can affect the quality of public services and the mayor's electoral chances. English mayors inhabit a system in which there are two dimensions to their positions and power.

The United Nations Environment Programme (UNEP), the United Nations’ principal body for environmental affairs, was created following the 1972 United Nations Conference on the Human Environment in Stockholm, Sweden. As the leading global environmental authority that sets the global environmental agenda, it promotes the coherent implementation of the environmental dimension of sustainable development within the UN system and is an authoritative advocate for the global environment. This chapter examines the influence of the UNEP secretariat in international environmental governance in the context of its mandate to catalyze and coordinate international environmental politics. After providing an overview of the UNEP secretariat’s organizational structure and activities, the chapter analyzes its cognitive, normative, and executive influences. It also discusses the secretariat’s resources, competences, and embeddedness, along with its organizational expertise and organizational leadership.

The Vienna Convention for the Protection of the Ozone Layer and the Montreal Protocol on Substances that Deplete the Ozone Layer are both administered by the ozone secretariat within the United Nations Environment Programme (UNEP). Headquartered in Nairobi, Kenya, the secretariat is a bureaucracy that has served the parties to the Montreal Protocol for more than twenty years now. This chapter explores the influence of the work of the ozone secretariat on international ozone politics. After providing an overview of the ozone secretariat’s organizational structure and activities, the chapter analyzes its cognitive, normative, and executive influences. It also discusses the secretariat’s resources, competences, and embeddedness, along with its organizational expertise, organizational culture, and organizational leadership.

In response to growing scientific evidence that anthropogenic activities are interfering with the climate system, governments adopted the United Nations Framework Convention on Climate Change (UNFCCC) in 1992. The mission of the UNFCCC is to minimize atmospheric greenhouse gas emissions that would prevent climate change driven by anthropogenic factors. The Kyoto Protocol was adopted in 1997 and the Marrakech Accords was ratified four years later. This chapter examines how the UNFCCC secretariat, a single-issue bureaucracy, has supported states in the negotiation and implementation of the climate regime, whether it has autonomous influence, and what explains its influence. After providing an overview of the climate secretariat’s organizational structure and activities, the chapter analyzes its cognitive, normative, and executive influences. It also discusses the secretariat’s resources, competences, and embeddedness, along with its organizational expertise, organizational culture, and organizational leadership.

Performance measurement, despite its widespread use by American cities, rarely leads to improved government or more efficient municipal management. Through contacts with organizations that track, support, and reward U.S. cities for measuring their performance, we created a list of 198 jurisdictions. Searching online for performance reports, reviews of citywide and agency budgets, and other relevant public documents for these jurisdictions, we determined whether performance data was visible, where it appeared, and the nature of performance measures used. We ranked the 198 jurisdictions according to their verifiable use of best measurement practices, and studied the twenty-four top-ranked cities more intensively. We found little relationship between the quality of a jurisdiction’s performance measurement and its embrace of performance management. Few of these cities had leadership that made any sustained effort to manage for performance. Indeed, municipalities throughout the country often reduced their investment in performance measurement in response to budget cutbacks.

Established at the Bretton Woods conference in 1944, the World Bank was originally envisioned as an institution which would assist with the reconstruction and development of those regions that have been ravaged by war or that are less developed. Today, it is one of the world’s leading intergovernmental bureaucracies involved in the environmental arena, adopting a “making the business case” approach as part of its transition to the nascent paradigm of sustainable development and environmental protection. This chapter explores how the World Bank’s environmental activities as an actor influence other actors, and the extent to which this influence is determined by the institution’s bureaucracy. After providing an overview of its organizational structure and activities, the chapter analyzes the World Bank’s cognitive, normative, and executive influences. It also discusses the World Bank’s resources, competences, and embeddedness, along with its organizational expertise, organizational culture, and organizational leadership.

Chapter 4 explores the quest for the authentic self in illuminations of the true self, in theories of organizational leadership, and in other sorts of personal quests for the authentic soul. The national investment in romantic quests sustains the preferences for social efficiency, superstition, and quick authenticity. These preferences supplant serious material attempts to repair inequality and begin to explain the minimalism and the underlying architecture of most social services.

This chapter analyzes Moses’s first civil rights campaign in McComb, Mississippi, and why it gained a mythical quality in movement history. Tracing how Moses’s understanding of organizational leadership matured as he discovered what organizing in Mississippi meant in practice, it explains how the situation he found there fostered the idea of forming small groups of fulltime workers who utilized a distinctive organizational culture based in personal relationships and democratic procedures and used it to foster grassroots leadership.The chapter specifies Moses’s struggles in setting up voting drives in McComb and neighboring Amite County, and how his approach corresponded with past activismand with those in SNCC’s direct action wing and Atlanta headquarters. Illuminating how Moses and other SNCC-workers enticed local youth and middle class blacks like C.C. Bryant and E.W. Steptoe, it underscores how their presence served as a catalyst for locals without sacrificing their agency.Other central foci are the effect of the Caston beating, the October 1961 student march, and Herbert Lee’s murder on Moses’s leadership, the significance of SNCC’s organizational culture for its success, and the role the McComb experience played in SNCC’s transformation to a professional organization and in propelling Moses as a civil rights leader.

Created one year before the 1992 Rio summit, the Global Environment Facility (GEF) is mandated to fund projects designed to promote global environmental protection. In 1994, it was restructured in response to strong criticism from nongovernmental organizations and developing countries, and today, has a unique institutional structure that includes a small secretariat headquartered in Washington, DC. This chapter examines the autonomous influence of the GEF secretariat as a bureaucracy and the factors underlying such influence. After providing an overview of the GEF secretariat’s organizational structure and activities, the chapter analyzes its cognitive, normative, and executive influences. It also discusses the secretariat’s resources, competences, and embeddedness, along with its organizational expertise, organizational culture, and organizational leadership.

Conceived during the United Nations Conference on Environment and Development in Rio de Janeiro (Rio Summit) in 1992, the Convention on Biological Diversity entered into force in December 1993, and, as of 2008, was ratified by 189 states except the United States. Signatories to the convention agreed to carry out three obligations: To conserve biological diversity, ensure its sustainable use, and promote fair and equitable sharing of the benefits arising from the use of genetic resources. Compared to other secretariats, the biodiversity secretariat appears to have been more successful in generating normative, but not cognitive or executive, influence. This chapter explores the role of the secretariat in the functioning and influence of the Convention on Biological Diversity. After providing an overview of the biodiversity secretariat’s organizational structure and activities, the chapter analyzes its cognitive, normative, and executive influences. It also discusses the secretariat’s resources, competences, and embeddedness, along with its organizational expertise, organizational culture, and organizational leadership.

This chapter investigates how well the Council’s evolutionary development served in enabling it to satisfy the differing constituencies of support that form part of the landscape of film provision. Drawing on original interviews with senior figures from the UKFC and with key industry stakeholders, it assesses the challenges the organisation faced in handling a multiplicity of interest groups, concerns and expectations and how effectively the Council addressed competing economic, industrial and cultural objectives. This chapter also considers how the Council negotiated the various tensions between regional, national, European and international interests in an increasingly transnational film industry.

African Americans have ritualized social relationships into a repetitious cycle by forming organizations such as the Sunday Morning Band (SMB), a secret society that traces its roots to 1868. The SMB and other African American burial societies administer to the distressed and help bury the dead, including proper internment and mourning. The SMB’s history is tied to the annual Turn Out, or anniversary program, whose purpose is to honor new initiates along with the recently departed and, ultimately, to recruit. A number of similar organizations exist in the Wiregrass region, which encompasses parts of the Florida Panhandle, southeast Alabama, and south Georgia, from the Loyal Americans to Independent Bands I & II, the International Benevolent Society, and the 9th of Moses. This chapter, which documents the SMB tradition in the Florida Panhandle, first provides a historical background on the SMB before turning to a discussion of the customary organizational leadership pattern among African Americans.