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This article builds upon and extends the work of civic engagement, deliberative democracy, and discourse theorists by critically examining the ways in which civic engagement is currently conceptualized and utilized. Through this analysis, critical oversights, assumptions, and biases concerning the potential of public participation, the nature of who is or is not engaged, and the places where authentic engagement is occurring are revealed. To move the field forward and to prevent scholars and practitioners from inadvertently sustaining the very problems they are attempting to rectify, this author posits that a more critical and reflective approach to civic engagement and public participation efforts is needed. The article concludes with suggestions for alternative locations of engagement, future research, and public administration's role in supporting and facilitating publicly engaged citizens.

Transformational leaders are typically seen as visionaries and catalysts of organizational change. Although organizational change is important, the transformational leadership model is vitally important and relevant to the public sector in ways that are not accounted for in this model. This article builds on and extends existing literature by identifying the key normative elements of a public sector transformational leadership model. Specifically, it focuses on why transformational leadership in the public sector should explicitly address democratic norms and the role of citizens and citizenship in both formulating and realizing shared goals.