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- Title
MANAGERIAL INNOVATION AS AFFECTED BY ADMINISTRATIVE LEADERSHIP AND POLICY BOARDS.
- Authors
Gabris, Gerald T.; Grenell, Keenan; Ihrke, Douglas; Kaatz, James
- Abstract
Based on an attitudinal survey data collected from local government CEOs, department heads, and policy board members, the authors examine relationships between administrative leadership, policy board behavior, and managerial innovation. The present analysis considers whether an index measuring the leadership credibility of local government CEOs affects attitudes toward the range of reform technologies utilized by local governments as well as their perceived success. The study also examines whether dysfunctional policy board conflict, measured through an attitudinal index, negatively affects staff/board relationships as well as attitudes toward managerial innovation. The tentative conclusions are affirmative. Leadership credibility does seem to make a difference in both the range of managerial innovations attempted as well as their perceived success. As might be expected, dysfunctional policy board conflict damages the staff/board interface, lowers trust, and generally retards successful management reform. The thrust of this analysis examines how changes in executive leadership and policy board behavior may be structured to improve the probability of successful organization change. The findings, while derived from the public sector, also provide helpful insights into leadership and policy board behaviors applicable to business organizations.
- Subjects
EMPLOYER attitude surveys; LEADERSHIP; PUBLIC officers; CHIEF executive officers; LOCAL government
- Publication
Public Administration Quarterly, 1999, Vol 23, Issue 2, p223
- ISSN
0734-9149
- Publication type
Article