Public Service Leaders as 'Change Agents'-for Whom?

被引：17

作者：

Wallace, Mike ^{[1
]}

O'Reilly, Dermot ^{[2
]}

Morris, Jonathan ^{[1
]}

Deem, Rosemary ^{[3
]}

机构：

[1] Cardiff Univ, Cardiff Business Sch, Human Resource Management Sect, Cardiff, S Glam, Wales

[2] Univ Lancaster, Sch Management, Publ Serv Leadership, Lancaster, England

[3] Univ London, Hist & Social Sci Fac, Egham, Surrey, England

来源：

PUBLIC MANAGEMENT REVIEW | 2011年 / 13卷 / 01期

关键词：

Acculturation strategy; change agent; change mediation; leadership development; public service leader; ACCULTURATION; MANAGEMENT; GOVERNANCE; IMPACT;

D O I：

10.1080/14719037.2010.501614

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

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.

引用

页码：65 / 93

页数：29

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