A critique of transformational leadership : moral, professional and contingent dimensions of leadership within public services organizations
Currie, Graeme and Lockett, Andy. (2007) A critique of transformational leadership : moral, professional and contingent dimensions of leadership within public services organizations. Human Relations, Vol.60 (No.2). pp. 341-370. ISSN 0018-7267Full text not available from this repository.
Official URL: http://dx.doi.org/10.1177/0018726707075884
Our study of secondary schools in England illustrates the ineffective implementation of transformational leadership within public service organizations by policy-makers. First, a rather narrow, managerialist variant of transformational leadership is promoted, which is resisted by school teachers and principals. Second, associated with this, policy does not take account of the institutional context within which public services organizations operate. Third, policy-makers, rather than leaders transform the context within which leadership takes place and any leadership discretion is constrained by central government audit. Instead, moral, professional and contingent approaches to leadership are enacted at the local level with individualized, rather than dispersed leadership, as a consequence of regulatory and normative pressures.
|Item Type:||Journal Article|
|Divisions:||Faculty of Social Sciences > Warwick Business School > Centre for Small & Medium-Sized Enterprises
Faculty of Social Sciences > Centre for Education and Industry
Faculty of Social Sciences > Warwick Business School > International Centre for Governance & Public Management
Faculty of Social Sciences > Warwick Business School
|Journal or Publication Title:||Human Relations|
|Publisher:||Sage Publications Ltd.|
|Official Date:||February 2007|
|Page Range:||pp. 341-370|
|Access rights to Published version:||Restricted or Subscription Access|
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