Leading Change in the Public Sector: Making the Difference

Charlesworth, Karen; Cook, Petra; Crozier, Gene
November 2003
Management Services;Nov2003, Vol. 47 Issue 11, p12
Academic Journal
The article discusses a research project that was set up to provide a reality check among almost 1,900 public sector managers, mostly at middle and junior level, as they face the daily pressures of the public reform agenda in Great Britain. They shared their attitudes to, and opinions of, current leadership performance in the public sector. The project was designed primarily to examine in more detail the reasons behind the low ratings given to the quality of public sector leadership and to identify the barriers to achieving effective reform. According to the research nearly six in ten managers report major reforms in the past three years that have directly improved service delivery. The research findings show a significant positive relationship between the organizational priority given to leadership development and the level of leadership employee motivation and satisfaction. The results also revealed that only 33% of public sector managers rate their leadership demonstrated by their most senior management team as high quality, with 66% reporting their low or medium quality leadership.


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