By Rajeshwar Trikha
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Extra resources for Bureaucracy and public administration
The private and public sectors, multiple principals are common, ranging from immediate organisational superiors to boards of directors to shareholders to customers to regulators in the private sector, or immediate organisational superiors to'legislators to citizens to the public interest in the public sector. In each case, the manager is confronted with complex questions of loyalty to those commanding some form of authority and control. Further, in this regard, the traditional formulation of principal-agent theory assumes not only a single principal but also a lucidity and consistency of goals that has been disputed, if not discredited, by public sector conditions.
The GEeD argues that citizens expect leaders to promote institutional adaptations in the public interest and to promote certain fundamental values that are embodied in public spiritedness. Although the nature of these values and this public spiritedness is unspecified, the mere mention of such concerns does point in the direction of leadership as a function of integrity, vision, judgment, and courage. Indeed, the GEeD asserts a particularly close connection between public sector leadership and public sector ethics, and between public service ethics, trust, transparency, accountability, and governance which, essentially, is the institutionalisation of national values.
This perspective is contrasted with three others from modernity, of which one is the functionalist paradigm, according to which" ... at 0600 hours, Goldilocks strayed from her Triple A Travel Agenda and got lost in the woods. She set her digital compass for North... ". As those quotes illustrate, the discussions in the Pat-Net group concerned attempts to downgrade the traditional aspiration for conceptual precision followed by exact (preferably quantitative) measures to demonstrate accurately the extent and variation of the object of the research.