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Public service leaders as change agents - for whom?:mediatory responses to leadership development in England

Wallace, M and O'Reilly, D and Morris, J and Deem, Rosemary (2011) Public service leaders as change agents - for whom?:mediatory responses to leadership development in England. Public Management Review, 13 (1). pp. 65-93. ISSN 1471-9037

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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
    Journal or Publication Title: Public Management Review
    Uncontrolled Keywords: Acculturation strategy ; change agent ; change mediation ; leadership development ; public service leader
    Subjects:
    Departments: Lancaster University Management School > Management Learning & Leadership
    Faculty of Arts & Social Sciences > Educational Research
    ID Code: 45451
    Deposited By: ep_importer_pure
    Deposited On: 11 Jul 2011 19:32
    Refereed?: Yes
    Published?: Published
    Last Modified: 24 Apr 2013 11:21
    Identification Number:
    URI: http://eprints.lancs.ac.uk/id/eprint/45451

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