Managing Change, or Changing Managers? The role of middle managers in UK public service reform. / Gatenby, Mark; Rees, Chris; Truss, Katie; Alfes, Kerstin; Soane, Emma.

In: Public Management Review, Vol. 17, No. 8, 20.03.2014, p. 1124-1145.

Research output: Contribution to journalArticle

E-pub ahead of print

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Managing Change, or Changing Managers? The role of middle managers in UK public service reform. / Gatenby, Mark; Rees, Chris; Truss, Katie; Alfes, Kerstin; Soane, Emma.

In: Public Management Review, Vol. 17, No. 8, 20.03.2014, p. 1124-1145.

Research output: Contribution to journalArticle

Harvard

Gatenby, M, Rees, C, Truss, K, Alfes, K & Soane, E 2014, 'Managing Change, or Changing Managers? The role of middle managers in UK public service reform', Public Management Review, vol. 17, no. 8, pp. 1124-1145. https://doi.org/10.1080/14719037.2014.895028

APA

Gatenby, M., Rees, C., Truss, K., Alfes, K., & Soane, E. (2014). Managing Change, or Changing Managers? The role of middle managers in UK public service reform. Public Management Review, 17(8), 1124-1145. https://doi.org/10.1080/14719037.2014.895028

Vancouver

Author

Gatenby, Mark ; Rees, Chris ; Truss, Katie ; Alfes, Kerstin ; Soane, Emma. / Managing Change, or Changing Managers? The role of middle managers in UK public service reform. In: Public Management Review. 2014 ; Vol. 17, No. 8. pp. 1124-1145.

BibTeX

@article{fed30b702bc648e192c2e115cd4f9a1e,
title = "Managing Change, or Changing Managers? The role of middle managers in UK public service reform",
abstract = "Drawing upon interview data from three case study organizations, we examine the role of middle managers in UK public service reform. Using theory fragments from organizational ecology and role theory, we develop three role archetypes that middle managers might be enacting. We find that rather than wholesale enactment of a {\textquoteleft}change agent{\textquoteright} role, middle managers are balancing three predominant, but often conflicting, change-related roles: as {\textquoteleft}government agent{\textquoteright}, {\textquoteleft}diplomat administrator{\textquoteright} and, less convincingly, {\textquoteleft}entrepreneurial leader{\textquoteright}. Central government targets are becoming the main preoccupation for middle managers across many public services and they represent a dominant constraint on allowing {\textquoteleft}managers to manage{\textquoteright}.",
author = "Mark Gatenby and Chris Rees and Katie Truss and Kerstin Alfes and Emma Soane",
year = "2014",
month = mar,
day = "20",
doi = "10.1080/14719037.2014.895028",
language = "English",
volume = "17",
pages = "1124--1145",
journal = "Public Management Review",
issn = "1471-9037",
publisher = "Taylor and Francis Ltd.",
number = "8",

}

RIS

TY - JOUR

T1 - Managing Change, or Changing Managers? The role of middle managers in UK public service reform

AU - Gatenby, Mark

AU - Rees, Chris

AU - Truss, Katie

AU - Alfes, Kerstin

AU - Soane, Emma

PY - 2014/3/20

Y1 - 2014/3/20

N2 - Drawing upon interview data from three case study organizations, we examine the role of middle managers in UK public service reform. Using theory fragments from organizational ecology and role theory, we develop three role archetypes that middle managers might be enacting. We find that rather than wholesale enactment of a ‘change agent’ role, middle managers are balancing three predominant, but often conflicting, change-related roles: as ‘government agent’, ‘diplomat administrator’ and, less convincingly, ‘entrepreneurial leader’. Central government targets are becoming the main preoccupation for middle managers across many public services and they represent a dominant constraint on allowing ‘managers to manage’.

AB - Drawing upon interview data from three case study organizations, we examine the role of middle managers in UK public service reform. Using theory fragments from organizational ecology and role theory, we develop three role archetypes that middle managers might be enacting. We find that rather than wholesale enactment of a ‘change agent’ role, middle managers are balancing three predominant, but often conflicting, change-related roles: as ‘government agent’, ‘diplomat administrator’ and, less convincingly, ‘entrepreneurial leader’. Central government targets are becoming the main preoccupation for middle managers across many public services and they represent a dominant constraint on allowing ‘managers to manage’.

U2 - 10.1080/14719037.2014.895028

DO - 10.1080/14719037.2014.895028

M3 - Article

VL - 17

SP - 1124

EP - 1145

JO - Public Management Review

JF - Public Management Review

SN - 1471-9037

IS - 8

ER -