Kitsch in Decision-making: Leadership in Public Administration

The authors proceed from Eugenie A. Samier’s (2012) theory that aesthetics studies the form and our perceptive abilities relating to creating structured thought and action in conceptual, physical, cultural, and sociopolitical environments. It involves conceptualisations, principles, standards, and the interpersonal and organisational social constructions upon which leadership and administration are built. The manipulation of the material environment in which these constructs reside is considered an aesthetic activity. Analysing leadership and administrative aesthetic theory highlights its application in structuring and embodying roles, responsibilities, functions, and organisational designs. This analysis also emphasises the creative principles underlying knowledge and ethics. Authors define aesthetic theory as essential for intellectual approaches in designing leadership in public administration. It provides a theoretical background for identifying and analysing expressive qualities. Investigating the connection of the rapidly expanding application of aesthetics with leadership, management, and decision-making indicates significant practical value in creativity, innovation, styles of performance, and communication. This chapter explores the determinants and situational factors contributing to kitsch in public administration leadership. By analysing how aesthetics interacts with organisational structures, social dynamics, authority, and power, we gain insights into the conditions that lead to kitsch. This understanding helps create more engaging, innovative, and ethically sound public administration environments.