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Evaluating Transformational Leaders: The Challenging Case of Eric Shinseki and the U.S. Department of Veterans Affairs
Author(s) -
Van Wart Montgomery
Publication year - 2015
Publication title -
public administration review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.721
H-Index - 139
eISSN - 1540-6210
pISSN - 0033-3352
DOI - 10.1111/puar.12393
Subject(s) - transformational leadership , veterans affairs , subjectivity , psychology , narrative , political science , management , public relations , sociology , social psychology , medicine , epistemology , philosophy , linguistics , economics
Evaluating less than fully successful transformational leaders is difficult. One common method of assessing leadership is to focus on a single temporal narrative. A second approach uses a particular theory, such as transformational leadership, to frame the analysis. The latter, less common strategy is used with the example of Eric Shinseki, who served as both chief of staff of the U.S. Army and as secretary of the U.S. Department of Veterans Affairs ( VA ). The analytic framework used here has six major elements that are specified by 22 factors. Using those factors to evaluate Shinseki's tenure at the VA , he is found to be very poor in only 2 factors but poor in 11, adequate in 6, good in 1, and excellent in only 2. While using a list of factors does not eliminate subjectivity or the challenges of reaching a single assessment, it does clarify the elements of judgment and weighting .