Public Service Leaders as ‘Change Agents’ – for Whom?

Wallace, Mike, O'Reilly, Dermot, Morris, Jonathan and Deem, Rosemary (2011) Public Service Leaders as ‘Change Agents’ – for Whom? Public Management Review, 13 (1). pp. 65-93. doi: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
Article Type:	Article
Uncontrolled Keywords:	Acculturation strategy, change agent, change mediation, leadership development, public service leader
Subjects:	H Social Sciences > H Social Sciences (General)
Divisions:	Schools and Research Institutes > School of Business, Computing and Social Sciences
Research Priority Areas:	Applied Business & Technology
Depositing User:	Anne Pengelly
Date Deposited:	29 Apr 2015 10:20
Last Modified:	07 Aug 2023 13:13
URI:	https://eprints.glos.ac.uk/id/eprint/2156

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