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

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Public service leaders as change agents - for whom? mediatory responses to leadership development in England. / Wallace, M; O'Reilly, D; Morris, J; Deem, Rosemary.

In: Public Management Review, Vol. 13, No. 1, 01.2011, p. 65-93.

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@article{1d1e2569c37f48be8659c8c5814b0f55,
title = "Public service leaders as change agents - for whom?: mediatory responses to leadership development in England",
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.",
keywords = "Acculturation strategy, change agent, change mediation , leadership development, public service leader",
author = "M Wallace and D O'Reilly and J Morris and Rosemary Deem",
year = "2011",
month = jan
doi = "10.1080/14719037.2010.501614",
language = "English",
volume = "13",
pages = "65--93",
journal = "Public Management Review",
issn = "1471-9037",
publisher = "Taylor and Francis Ltd.",
number = "1",

}

RIS

TY - JOUR

T1 - Public service leaders as change agents - for whom?

T2 - mediatory responses to leadership development in England

AU - Wallace, M

AU - O'Reilly, D

AU - Morris, J

AU - Deem, Rosemary

PY - 2011/1

Y1 - 2011/1

N2 - 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.

AB - 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.

KW - Acculturation strategy

KW - change agent

KW - change mediation

KW - leadership development

KW - public service leader

U2 - 10.1080/14719037.2010.501614

DO - 10.1080/14719037.2010.501614

M3 - Journal article

VL - 13

SP - 65

EP - 93

JO - Public Management Review

JF - Public Management Review

SN - 1471-9037

IS - 1

ER -