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NPMG 6420 Organizational Management and Leadership: Welcome & Course Readings

Welcome to your course guide

Please find your required library readings below. If you have problems with the links below, please contact the Library. If you have APA questions about these materials, please contact the Writing Center.

NPMG 6420 Required Course Readings

The links are for required readings found in the Walden databases ONLY. For all other readings, see your course resources.

Enter your myWalden user name and password at the prompt.

Abonyi, G., & Van Slyke, D. M. (2010). Governing on the edges: Globalization of production and the challenge to public administration in the twenty-first century. Public Administration Review, 70s, S33–S45.

Alahmad, A. (2010). To be ethical or not to be: An international code of ethics for leadership. Journal of Diversity Management, 5(1), 31–35.

Andersen, J. A. (2010). Public versus private managers: How public and private managers differ in leadership behavior. Public Administration Review, 70(1), 131­–141.

Beckwith, S. L. (2006). Publicity for nonprofits generating media exposure that leads to awareness, growth, and contributions [electronic resource]: Chicago, IL: Kaplan.

Bellé, N. (2014). Leading to make a difference: A field experiement on the performance effects of transformational leadership, perceived social impact, and public service motivation. Journal of Public Administration Research and Theory, 24(1), 109.

Bennis, W. (2007). The challenges of leadership in the modern world: Introduction to the special issue. American Psychologist, 62(1), 2–5.

Bennis, W. (2010). Art of followership. Leadership Excellence, 27(1), 3–4.

Berry, F. S. (2007). Strategic planning as a tool for managing organizational change. International Journal of Public Administration, 30(3), 331–346.

Bons, P. M., & Fiedler, F. E. (1976). Changes in organizational leadership and the behavior of relationship- and task-motivated leaders. Administrative Science Quarterly, 21(3), 453–473.

Chantel, C. U. (2007). What followers want from leaders: Capitalizing on diversity. Nonprofit World, 25(5), 15–16.

Chong, E., & Wolf, H. (2010). Factors influencing followers’ perception of organisational leaders. Leadership & Organization Development Journal, 31(5), 402–419.

Cooper, T. L. (1987). Hierarchy, virtue, and the practice of public administration: A perspective for normative ethics. Public Administration Review, 47(4), 320–328.

De Graaf, G. (2011). The loyalties of top public administrators. Journal of Public Administration Research and Theory, 21(2), 285–306.

Dunn, W. N., & Miller, D. Y. (2007). A critique of the new public management and the neo-Weberian state: Advancing a critical theory of administrative reform. Public Organization Review, 7(4), 345–358.

Entwistle, T. (2011). For appropriateness or consequences? Explaining organizational change in English local government. Public Administration, 89(2), 661–680.

Farazmand, A. (2009). Building administrative capacity for the age of rapid globalization: A modest prescription for the twenty-first century. Public Administration Review, 69(6), 1007–1020.

Haque, S., & Pathrannarakul, P. (2013). E-Government towards good governance: A global appraisal. Journal of E-Governance, 36(1), 25–34.

Jaskyte, K. (2012). Boards of directors and innovation in nonprofit organizations. Nonprofit Management & Leadership, 22(4), 439–459.

Johnson III., P., & Bonnego, E. (2009). Public administration and the increased need for cultural competencies in the twenty-first century. Adminstrative Theory and Praxis, (M. E. Sharpe), 31(2), 206–221.

Kelly, D., & Lewis, A. (2009). Human service sector nonprofit organization’s social impact. Business Strategy Series, 10(6), 374–382.

Klijn, E., & Koppenjan, J. (2012). Governance network theory: past, present and future. Policy & Politics, 40(4), 587–606.

Lewis, A. (2012). Finding a model for managing change. Training & Development, 39(5), 6–7.

Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–396.

Menzel, D. C. (2009). In pursuit of ethical governance. Public Manager, 38(2), 30–35.

Moore, M., & Hartley, J. (2008). Innovations in governance. Public Management Review, 10(1), 3–20.

Osborne, D. T. (1993). Reinventing government. Leadership Abstracts, 6(1), 2–3.

Osborne, S. P. (2006). The new public governance? Public Management Review, 8(3), 377–387.

Packard, T., Patti, R., Daly, D., & Tucker-Tatlow, J. (2012). Organizational change for services integration in public human service organizations: Experiences in seven counties. Journal of Health and Human Services Administration, 34(4), 471–525.

Page, S. E. (2007). Making the difference: Applying a logic of diversity. Academy of Management Perspectives, 21(4), 6–20.

Perry, J. L., Hondeghem, A., & Wise, L. R. (2010). Revisiting the motivational bases of public service: Twenty years of research and an agenda for the future. Public Administration Review, 70(5), 681–690.

Peters, B. G. (2009). Still the century of bureacracy? The roles of public servants. Viesoji Politika Ir Administravimas, 30, 7–21.

Rice, M. F. (2008). A primer for developing a public agency service ethos of cultural competency in public services programming and public services delivery. Journal of Public Affairs Education, 14(1), 21–38.

Tummers, L., Steijn, B., & Bekkers, V. (2012). Explaining the willingness of public professionals to implement public policies, content, context, and personality characteristics. Public Administration, 90(3), 716–736.

Tyler, T., Dienhart, J., & Thomas, T. (2008). The ethical commitment to compliance: Building value-based cultures. California Management Review, 50(2), 31–51.

Van Wart, M. (1996). The sources of ethical decision making for individuals in the public sector. Public Administration Review, 56(6), 525–533.

Vigoda-Gadot, E. (2007). Citizens’ perceptions of politics and ethics in public administration: A five-year national study of their relationship to satisfaction with services, trust in governance, and voice orientations. Journal of Public Administration Research & Theory, 17(2), 285–305.

Weerawardena, J., & Mort, G. S. (2012). Competitive strategy in socially entrepreneurial nonprofit organizations: Innovation and differentiation. Journal of Public Policy & Marketing, 31(1), 91–101.

Winchell, Sr., T. E. (2013). The limitations of applying private-sector models to federal operations. Public Manager, 42(3), 65–67.

Other Readings

Optional or supplemental readings may or may not be available in the library. Find further information about optional readings here.

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