Full paper pdf: DRMJ.2016.v05n02a04.pdf
DOI:
10.17708/DRMJ.2016.v05n02a04
Author(s):
Excerpt:
Frequently being slow and low performing, local self-government organizations require a different leadership style for establishing new capabilities within the heart of the organization – its culture. Huge amounts of bureaucracy and government interference often undermine leadership, making harder to adopt, accept, and implement changes according to changing trends, technologies, customer/citizen preferences and future concerns. Taking the case of Siauliai District and Pardubice District Municipalities, the findings demonstrated that the municipalities are highly capable for change and flexibility, have cultures that are adaptive, but extremely consistent and predictable. The leaders follow a strategic plan, have clear goals, citizen oriented core values and employees have proper understanding of them. Likewise, they are engaged in a plethora of activities, have an appropriate background, and try to strive for further development and improvement, be followed up with the latest innovations. On other hand, lack of time, financial resources, empowerment and motivation, communication/relationship among departments or executives and employees, and information flow, to make sure that all employees are aware of the organization’s situation, hinder reaching the goals and ideas of further development and implementation of changes to a larger extent.
Pages:
49-67
Keywords: