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

[img]
Preview
PDF (Public service leaders as change agents - for whom?)
10.pdf - Submitted Version

Download (305kB)

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:
Journal Article
Journal or Publication Title:
Public Management Review
Uncontrolled Keywords:
/dk/atira/pure/subjectarea/aacsb/disciplinebasedresearch
Subjects:
ID Code:
45451
Deposited By:
Deposited On:
11 Jul 2011 18:32
Refereed?:
Yes
Published?:
Published
Last Modified:
05 Jul 2020 03:06