01629pab a2200169 454500008004000000100001800040245010600058260000900164300001300173362000800186520106500194650002101259773004801280909001001328999001701338952010401355180718b2002   xxu||||| |||| 00| 0 eng d  aJones, Robert  aLeading change in local government: the tension between evolutionary and frame-breaking reform in NSW  c2002  ap.38-53.  aSep  aAs a result of changing legislation the role of general managers in Australian local government is being transformed from administrative compliance to proactive managerial direction.  They are expected to possess leadership, visionary and other change management skills not previously exercised in local government.  This paper analyses how the general managers of four councils in Sydney have attempted to lead their respective organisations through their reform agendas.  The four councils represented two comparison groups at each extreme of a change continuum ranging from evolutionary to frame-breaking change.  Data collected from the four councils since 1994 used personal interviews, participant observation and analysis of documentation.  The paper tracks the evolutionary and frame-breaking reform, paying particular attention to the role, personality and leadership styles of the general managers.  Emergent themes are identified and analysed as they relate to the impact of the general manager on the type of reform processes adopted. - Reproduced.  aLocal government  aAustralian Journal of Public Administration  a53914  c53914d53914  00104070aIIPAbIIPAd2018-07-19hVolume no: 61, Issue no: 3pAR54359r2018-07-19w2018-07-19yAR