Study On Performance-oriented Leadership And Its Mechanisms Of Functioning In The PV-GPG Framework

Leadership is an important element of public management.Traditional leadership theories have been fruitful,focusing on the characteristics,behaviors,and interactions of individual leaders with their environments.However,by combing through the development of leadership theory,this paper recognizes several issues that need to be studied under the theme of public leadership.First,the traditional research path of public leadership relies heavily on the introduction of leadership theory in public management contexts,which requires the development of leadership theory based on public management theory and practice contexts;second,the role of individual-based leadership research perspectives is thin in complex and changing governance contexts,which requires the development of an integrated leadership theoretical framework;third,the proposal of performance-based governance based on public value constructs provides useful theoretical support for the development of public leadership theory.Third,the proposal of performance governance based on public value constructs provides useful theoretical support for the development of public leadership theory.This paper is motivated by a response to these needs.It is argued that traditional conceptions of leadership in public administration do not adequately explain the conflicts between leaders balancing formal and informal,routine and emergency,and top-down and bottom-up intertwined administrative functions in public governance settings of varying degrees of complexity.This paper therefore draws on and extends existing theories of complexity leadership and performance governance to propose a concept and mechanism of action for performance leadership.The overall idea of this research is to summarize the core elements of the concept of performance leadership,action arenas,units of analysis,and mechanisms of functioning in the context of performance governance transformation and through the lens of public value-based government performance governance theory and public sector leadership theory.Through case studies and configuration analysis methods,the role mechanisms of performance leadership are explored based on the identification of challenging public issues.The theoretical framework of performance leadership is built by complementing the core elements of performance leadership,examining the network support,collaborative and decision-making roles of performance leadership,and discovering the process and content of these mechanisms of functioning through a dialogue between theory and case studies.And based on this,we propose a practice-oriented path for performance leadership development.The Public Value-based Government Performance Governance(PV-GPG)is the basis for proposing performance leadership.The theory is a response to the practical dilemmas and theoretical questions of government performance management under New Public Management.The characteristics of performance management under New Public Management can be summarized as a theoretical orientation with instrumental rationality at its core,a task-oriented practical orientation,and the fragmentation of performance management theory.Based on the above reflections,the PV-GPG framework adopts a broad connotation of "performance" and considers performance not only as the directly measurable outputs and outcomes of public organizations,but also as the non-directly measurable outcomes,as well as the inputs and processes of performance production,and as a composite concept under the governance paradigm.public values-based governance framework that places leadership within a governance structure.This paper seeks to explain why public leadership is so important and to explore how a leadership system based on a performance perspective can address the complex and intractable challenges of public governance.Performance leadership is a concept based on the PV-GPG framework and is defined as a systematic process of influencing and leading individual subjects in governance to understand and agree on performance goals,performance judgment criteria,and performance producing approaches based on public value constructs in complex governance contexts to facilitate individual and collective efforts to achieve shared performance targets.It includes three functional attributes: values,strategies,and tools.Performance leadership is characterized by performance goals as the object of leadership,leadership subjects including leaders or leading teams,and performance leadership exerts a leadership mechanism with collaborative nature under the overall bearing of the three functional structures of performance leadership.The main findings of this study are: First,this paper answers the question of why the concept of performance leadership was developed at both the practical and theoretical levels.The field of performance leadership practice is a highly complex and challenging governance context where leadership is central to addressing intractable problems in order to achieve collaborative governance performance.This paper summarizes the definition and characteristics of intractable public problems and analyzes their essential features from a conflict perspective.as situational factors in the role of performance leadership.It then focuses on the issue of the relationship between performance leadership and this theoretical framework.It is found that the PV-GPG framework has two theoretical advantages.First,it introduces the macro-analytical dimension of social value constructs and returns to the essential issue of performance management-the issue of defining and judging criteria of performance connotation-from the idea of social structure and historical evolution.Second,it highlights the research path of integration.Such integration can be explained at several levels: first,it emphasizes the integration of governance elements,specifically social value construction,organizational management,and performance leadership.The principle and core purpose of integration is performance.Second,it emphasizes the integration of value rationality and instrumental rationality,and the integration of purpose and path.The principle and standard of integration are core public values.Third,it establishes a logical chain from public value consensus to public value results to performance,and integrates this logical chain with the performance production logic of input-process-output-result,and the principle and criterion of integration is the strategic vision guided by core public values.Then,the framework seeks to establish the integration of the individual level of collaborative performance governance-the organizational level-the institutional level.It integrates the individual leader,the leadership team,and the leadership network with the highly dependent institutional context through the logic of governance performance production,highlighting the characteristics of a dynamic and interactive collaborative system.Secondly,this dissertation mainly analyzes the network support mechanism,collaborative mechanism and decision-making mechanism of performance leadership by using case study and configuration analysis methods.At the same time,under the different political-administrative system of China and the West,performance leadership should take into full consideration the Party-led pluralistic governance structure and the combination of block governance pattern in China.We study how performance leadership successfully responds to difficult public issues and the different mechanisms of action of the value-vision-efficiency three-dimensional functional structure of performance leadership.Based on a performance governance perspective,this dissertation identifies three interrelated mechanisms of functioning of performance leadership.First,the network support mechanism.Based on the Pinqing Lake governance case,the study finds that the formation of a stable network structure by different governance subjects is the basis for performance leadership to function.The second is the collaborative mechanism.Through the configuration analysis carried out with the leadership team of County L as a case,this paper proposes that task-based-non-task-based performance preferences possessed by performance leaders play an important role in successfully coping with value conflicts.Among them,non-task-based performance preferences are necessary for leaders to successfully cope with conflict.Value-based leadership plays the most important role under conditions of higher levels of relational conflict.When leaders are faced with complex governance scenarios in which multiple types of conflict intersect,leaders are no longer competent in using a single performance leadership function.The study found that the combined conditions of value leadership and efficiency leadership,in particular,are key factors leading to success in our grassroots governance situations.Third,decision-making mechanisms.Using the leadership team of County L as a case study,the path of performance leadership in public decision making is examined in the organizational and institutional context of our party and government system,and it is found that dynamic organizational learning is an important condition for effective decision making by performance leaders.The interrelationship of the three mechanisms is that the purpose of network support is to promote the formation and structural stability of the performance governance network.The purpose of collaboration is to achieve the management of public value conflicts in the performance production process,while the purpose of decision making is to reach consensus about performance goals and to develop feasible performance producing solutions based on them.Finally,this dissertation summarizes the theoretical framework of performance leadership and constructs a practice-oriented framework for the development of performance leadership,which moves toward strategic and beyond individuality as the complexity of governance contexts increases.In this process,performance leaders,both at the individual level and as leading members of a leadership network,need to develop four types of leadership competencies,including learning,decision-making,conceptualization,and innovation,based on three supporting platforms: performance information,strategic management,and systems.