Leading Change in a Complex Public Sector Environment

Research output: Contribution to book/anthology/report/proceeding › Book chapter › Research › peer-review

Standard

Leading Change in a Complex Public Sector Environment. / Kjeldsen, Anne Mette; van der Voet, Joris.

Managing for Public Service Performance: How People and Values Make a Difference. ed. / Peter Leisink; Lotte Bøgh Andersen; Gene Brewer; Christian Bøtcher Jacobsen; Eva Knies; Wouter Vandenabeele. Oxford : Oxford University Press, 2021. p. 199-217.

Research output: Contribution to book/anthology/report/proceeding › Book chapter › Research › peer-review

Harvard

Kjeldsen, AM & van der Voet, J 2021, Leading Change in a Complex Public Sector Environment. in P Leisink, LB Andersen, G Brewer, CB Jacobsen, E Knies & W Vandenabeele (eds), Managing for Public Service Performance: How People and Values Make a Difference. Oxford University Press, Oxford, pp. 199-217. https://doi.org/10.1093/oso/9780192893420.003.0011

APA

Kjeldsen, A. M., & van der Voet, J. (2021). Leading Change in a Complex Public Sector Environment. In P. Leisink, L. B. Andersen, G. Brewer, C. B. Jacobsen, E. Knies, & W. Vandenabeele (Eds.), Managing for Public Service Performance: How People and Values Make a Difference (pp. 199-217). Oxford University Press. https://doi.org/10.1093/oso/9780192893420.003.0011

CBE

Kjeldsen AM, van der Voet J. 2021. Leading Change in a Complex Public Sector Environment. Leisink P, Andersen LB, Brewer G, Jacobsen CB, Knies E, Vandenabeele W, editors. In Managing for Public Service Performance: How People and Values Make a Difference. Oxford: Oxford University Press. pp. 199-217. https://doi.org/10.1093/oso/9780192893420.003.0011

MLA

Kjeldsen, Anne Mette and Joris van der Voet "Leading Change in a Complex Public Sector Environment"., Leisink, Peter, Andersen, Lotte Bøgh and Brewer, Gene Jacobsen, Christian Bøtcher Knies, Eva Vandenabeele, Wouter (editors). Managing for Public Service Performance: How People and Values Make a Difference. Chapter 11, Oxford: Oxford University Press. 2021, 199-217. https://doi.org/10.1093/oso/9780192893420.003.0011

Vancouver

Kjeldsen AM, van der Voet J. Leading Change in a Complex Public Sector Environment. In Leisink P, Andersen LB, Brewer G, Jacobsen CB, Knies E, Vandenabeele W, editors, Managing for Public Service Performance: How People and Values Make a Difference. Oxford: Oxford University Press. 2021. p. 199-217 doi: 10.1093/oso/9780192893420.003.0011

Author

Kjeldsen, Anne Mette ; van der Voet, Joris. / Leading Change in a Complex Public Sector Environment. Managing for Public Service Performance: How People and Values Make a Difference. editor / Peter Leisink ; Lotte Bøgh Andersen ; Gene Brewer ; Christian Bøtcher Jacobsen ; Eva Knies ; Wouter Vandenabeele. Oxford : Oxford University Press, 2021. pp. 199-217

Bibtex

@inbook{bd4739eda9d74e54a1036049c74079b1,

title = "Leading Change in a Complex Public Sector Environment",

abstract = "Successful organizational change depends on leadership, and this chapter reviews the literature on leadership in different types of public organization change processes. While transformational leadership is typically used more in planned processes of change, distributed leadership often accompanies emergent change processes. A key insight, however, is that the two leadership approaches should be viewed as complementary, depending on the characteristics of the different public organizations{\textquoteright} environments and structures. The bureaucratic structure and primacy of politics, the employment of public service professionals, and the environmental complexity with many stakeholders and complexity in tasks are all factors that affect the effectiveness of change leadership in public organizations. Future studies should address these characteristics in comparative and longitudinal studies that examine the mechanisms through which leadership contributes to the implementation of organizational change.",

author = "Kjeldsen, {Anne Mette} and {van der Voet}, Joris",

year = "2021",

doi = "10.1093/oso/9780192893420.003.0011",

language = "English",

isbn = "9780192893420",

pages = "199--217",

editor = "Peter Leisink and Andersen, {Lotte B{\o}gh } and Gene Brewer and Jacobsen, {Christian B{\o}tcher} and Eva Knies and Wouter Vandenabeele",

booktitle = "Managing for Public Service Performance",

publisher = "Oxford University Press",

}

RIS

TY - CHAP

T1 - Leading Change in a Complex Public Sector Environment

AU - Kjeldsen, Anne Mette

AU - van der Voet, Joris

PY - 2021

Y1 - 2021

N2 - Successful organizational change depends on leadership, and this chapter reviews the literature on leadership in different types of public organization change processes. While transformational leadership is typically used more in planned processes of change, distributed leadership often accompanies emergent change processes. A key insight, however, is that the two leadership approaches should be viewed as complementary, depending on the characteristics of the different public organizations’ environments and structures. The bureaucratic structure and primacy of politics, the employment of public service professionals, and the environmental complexity with many stakeholders and complexity in tasks are all factors that affect the effectiveness of change leadership in public organizations. Future studies should address these characteristics in comparative and longitudinal studies that examine the mechanisms through which leadership contributes to the implementation of organizational change.

AB - Successful organizational change depends on leadership, and this chapter reviews the literature on leadership in different types of public organization change processes. While transformational leadership is typically used more in planned processes of change, distributed leadership often accompanies emergent change processes. A key insight, however, is that the two leadership approaches should be viewed as complementary, depending on the characteristics of the different public organizations’ environments and structures. The bureaucratic structure and primacy of politics, the employment of public service professionals, and the environmental complexity with many stakeholders and complexity in tasks are all factors that affect the effectiveness of change leadership in public organizations. Future studies should address these characteristics in comparative and longitudinal studies that examine the mechanisms through which leadership contributes to the implementation of organizational change.

U2 - 10.1093/oso/9780192893420.003.0011

DO - 10.1093/oso/9780192893420.003.0011

M3 - Book chapter

SN - 9780192893420

SP - 199

EP - 217

BT - Managing for Public Service Performance

A2 - Leisink, Peter

A2 - Andersen, Lotte Bøgh

A2 - Brewer, Gene

A2 - Jacobsen, Christian Bøtcher

A2 - Knies, Eva

A2 - Vandenabeele, Wouter

PB - Oxford University Press

CY - Oxford

ER -

Department of Political Science