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Public service leaders as 'change agents' - for whom? Responses to leadership development provision in England

Wallace, Mike, O'Reilly, Dermott, Morris, Jonathan Llewellyn and Deem, Rosemary 2011. Public service leaders as 'change agents' - for whom? Responses to leadership development provision in England. Public Management Review 13 (1) , pp. 65-93. 10.1080/14719037.2010.501614

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Abstract

This article examines how far senior staff in English educational and health service organizations view themselves as leaders who are ‘change agents’ for government-driven reform and independent change agendas. The contribution of external leadership development provision to shaping these self-perceptions is explored. Special attention is paid to national leadership development bodies with different degrees of formal association with government. Whatever this relationship, such provision and other development support apparently reinforced a strong sense of personal agency (choice of action) associated with being a leader, empowering senior staff to adopt a modestly mediatory stance towards both reform and leadership development provision.

Item Type: Article
Date Type: Publication
Status: Published
Schools: Business (Including Economics)
Subjects: H Social Sciences > H Social Sciences (General)
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
H Social Sciences > HJ Public Finance
J Political Science > JF Political institutions (General)
J Political Science > JN Political institutions (Europe) > JN101 Great Britain
L Education > L Education (General)
Uncontrolled Keywords: Acculturation strategy ; Change agent ; Change mediation ; Leadership development ; Public service leader
Publisher: Taylor & Francis
ISSN: 1471-9037
Funders: ESRC
Last Modified: 04 Jun 2017 03:20
URI: http://orca.cf.ac.uk/id/eprint/19888

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Cited 12 times in Scopus. View in Scopus. Powered By Scopus® Data

Cited 9 times in Web of Science. View in Web of Science.

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