Graduate School of Public Administration, Seoul National University (GSPA)
Abstract
Few empirical studies have explored Selznicks ideas on institutional
leaderships role in creating, nourishing, and maintaining public institutions.
Reconsidering and expanding Selznicks perspective, this study explores how
perceived ministerial performance is associated with institutional leadership
styles. Using data from the 2007 Korean Minister Survey, this study develops
five types of institutional leadership (visionary, persuasive, resilient, coalition
network, and maintaining) derived from an exploratory factor analysis and tests
their association with ministers performance. It suggests that visionary leadership and persuasive leadership are the primary determinants of Korean ministers
performance, and their effects are greater for ministers without presidential support.
Resilient leadership and coalition network leadership are also significantly
associated with ministers performance, but maintaining leadership has little effect on it. Moderating effects on the relationship between leadership type and performance include presidential support and the presence of a performance crisis.
Further research is needed to develop different measures for ministerial performance from different sources in order to avoid the common method bias.This work was supported by a grant from the National Research Foundation of Korea, funded by the Korean government (NRF-2010-330-B00031)
