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Servidores públicos são fundamentais para o funcionamento do Estado. Em especial, os dirigentes públicos ocupam um lugar central ao traduzir a direção política em políticas públicas, sendo um elo entre a burocracia de alto escalão e a burocracia da linha de frente. Mas o quanto as informações governamentais permitem conhecer as características desses agentes que detêm cargos de confiança e são responsáveis por conduzir os assuntos públicos? Este artigo busca responder a essa pergunta analisando as legislações sobre a estrutura administrativa dos estados brasileiros e seus portais de transparência, verificando a viabilidade do entendimento de aspectos como atribuições, escolaridade, gênero e raça desses burocratas. Os resultados evidenciam a existência de limites para compreender o perfil dos dirigentes em nível subnacional, seja dentro do próprio estado ou em uma perspectiva comparada. O artigo contribui assim para conectar as discussões teóricas sobre transparência e composição da força de trabalho no setor público.

Collective leadership, reflecting the representative and participatory character of bureaucracies, is known to have a good fi t for public organizations. Despite the importance of the topic, very few studies have examined what triggers the emergence of shared or participative leadership in public organizations and how these plural forms of leadership translate into team outcomes. To fi ll this gap, this study explores whether the existence of an organizational climate characterized by participative safety (a climate characterized by shared purpose, social support, and voice) can facilitate the emergence of collective forms of leadership, such as shared leadership. Further, we investigate if shared leadership ultimately influences an important organizational outcome: voluntary turnover. To test our model, we conducted a fi eld study with 96 public schools and more than 1,000 teachers of the public educational system of the city of Rio de Janeiro. Our results highlight the importance of the existence of a favorable organizational climate for the emergence of shared leadership and provide evidence of the positive eff ects of this type of leadership on reducing turnover ratings among public teachers. [ABSTRACT FROM AUTHOR]

Barcelona is under the international spotlight. The city that triumphed with the organisation of the Olympic Games in 1992 now wants to become a 21st Century creative city. In order to achieve this goal, the city must establish conditions that facilitate the emergence of a shared discourse around its ability to become an attractive city for creative talent and for businesses. The recognition of the historical-economic heritage, as a starting point for the creative city, along with the driving role played by culture in the generation of a exclusive and distinctive experience, turn Barcelona into a unique city. However, this is not sufficient. The participation and involvement of all the actors in a shared strategy pose significant challenges to Barcelona, as does the need to minimise the negative effects that inevitably accompany success. Companies, institutions and citizens constitute the city's best assets: they must work in partnership and take advantage of the synergies generated amongst them. Consensus and participation are more than mere utopias in Barcelona: they have become requirements for the city of tomorrow. Moreover, leadership in Barcelona is largely left to public initiative: the emergence of linkages across the needs of the various creative sectors, based on public intervention mechanisms is the best way to ensure success. [ABSTRACT FROM AUTHOR]