01442pab a2200157 454500008004000000100002100040245010300061260000900164300001400173520099600187650002501183650001501208650001801223700001701241773002601258180718b2003   xxu||||| |||| 00| 0 eng d  aChristensen, Tom  aCoping with complex leadership roles: the problematic redefinition of government-owned enterprises  c2003  ap.803-31.  aInspired by New Public Management, many countries have changed their central public apparatus from an integrated to a more segregated structural model. A central element in this process is structural devolution and the establishment of new or reorganized state-owned companies with increased business autonomy and new formal control systems. This paper focuses on how this development, as exemplified by the case of Norway, is affecting the role of central executive political and administrative leaders. The study, based on elite interviews, shows that corporatization has made the role of central leaders more complex and ambiguous and undermined traditional political control. We interpret this development from a transformative perspective, underlining how structural devolution is filtered through the dynamic context of environmental pressure and internal structural and cultural factors; in addition, experiences from New Zealand are used to contrast the Norwegian case. - Reproduced.  aGovernment ownership  aLeadership  aPublic sector  aLagreid, Per  aPublic Administration