01493pab a2200181 454500 180718b2003 xxu||||| |||| 00| 0 eng d Christensen, Tom Coping with complex leadership roles: the problematic redefinition of government-owned enterprises 2003 p.803-31. Inspired 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. Government ownership Leadership Public sector Lagreid, Per Public Administration 59151 59151 59151 0 0 0 0 IIPA IIPA 2018-07-19 Volume no: 81, Issue no: 4 AR59596 2018-07-19 2018-07-19 AR