Dr. Gayle Community Leadership Analysis

The public is often sympathetic towards those individuals who are aggrieved by a serious illness. This is demonstrated by the extensive organizational and individual efforts that have been made to raise funds for cancer research and to administer aid to those individuals battling this dreadful disease. Alternatively, AIDS victims generally do not receive the same level of widespread support and compassion. There has been a perpetual sense of shame attached to AIDS and there are members of society who judge AIDS sufferers as being sexual deviants and squarely blame them for their predicament. However, beliefs regarding this issue have often been framed on misconceptions. For example, the AIDS population is not exclusively comprised of individuals who contracted the disease by engaging in sexual activity, but in reality this group is quite diverse. Moreover, the public sector has played a role in not only augmenting the
Gayle. First, Dr. Gayle’s referent power is perhaps one of her greatest strengths. Starling (2011) “Referent power derives from the identification of others with the leader. This identification can be established if the leader is greatly liked, admired, or respected” (p. 86). Dr. Gayle exemplifies all of the virtues attributed to this type of leader and the effect that such power can have in relation to the pursuits of public administrators. Dr. Gayle is held in high esteem by both her staff and agency leaders (Riccucci, 2002). Consequently, securing the loyalty of her staff can improve work performance. For instance, if employees admire their administrator as a person and believe that they are making an important contribution to a worthy cause they will be determined to meet their prescribed goals and effectively complete their duties. Furthermore, the positive relationships Dr. Gayle has established with other leaders can maximize her potential to impact