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Assessing Public Managers' Change-Oriented Behavior: Are Private Managers Caught in the Doldrums?
Faculty of Social Sciences, Lillehammer University College, Lillehammer, Norway.ORCID iD: 0000-0002-2156-680X
2010 (English)In: International Journal of Public Administration, ISSN 0190-0692, E-ISSN 1532-4265, Vol. 33, no 6, p. 335-345Article in journal (Refereed) Published
Abstract [en]

This article presents a concept and a measurement of managers' change-oriented behavior related to the initiation and implementation organizational change. It is argued that managers have an optimal potential for achieving organizational changes if they have the change-centered leadership style, are intuitive, recognize demands for change, and have power-motivated behavior. Public and private managers are significantly different in relation to change-oriented behavior based on data from 343 managers in two public organizations and one private. One result was unexpected: public managers are more change-oriented than managers in business organizations. As expected, there is no significant difference in change-oriented behavior among managers in public agencies. Possible explanations for these outcomes are presented.

Place, publisher, year, edition, pages
Taylor & Francis, 2010. Vol. 33, no 6, p. 335-345
Keywords [en]
leadership, change-oriented behavior, change potential, organizational change
National Category
Business Administration
Identifiers
URN: urn:nbn:se:oru:diva-66345DOI: 10.1080/01900690903584313Scopus ID: 2-s2.0-77952063936OAI: oai:DiVA.org:oru-66345DiVA, id: diva2:1195035
Available from: 2018-04-04 Created: 2018-04-04 Last updated: 2018-04-05Bibliographically approved

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Andersen, Jon Aarum

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