000			02023nam a2200169 4500
999			_c512853 _d512853
008			191223b ||||| |||| 00| 0 eng d
100			_aCarroll, Kristen _914809
245			_aMinority public administrators: Managing organizational demands while acting as an advocate
260			_bAmerican Review of Public Administration
300			_a49(7), Oct, 2019: p.810-824.
520			_aBuilding on the work of Adam Herbert, this research examines how minority managers navigate the pressures of their organization versus the pressures of their community. Organizational socialization suggests that the socialization process will introduce employees to the goals and priorities of the organization and result in similar behaviors among managers. However, social identities (i.e., race, gender) also significantly influence the values, attitudes, and behaviors of a public servant. Navigating these two competing pressures, minority managers often experience role conflict in their work. We theoretically explore and empirically examine how race affects minority managers’ perceptions, networking behaviors, and hiring outcomes. We test our hypotheses using 6 years of school superintendent survey data. We find that racial minority managers behave in similar ways to their White peers as they have similar perceptions of their role in the organization and engage in professional networking behavior at similar rates. However, minority managers separately address the interests of their same-race minority community by hiring same-race street-level bureaucrats. As public organizations have grown increasingly diverse, this research revisits the experiences of minority public administrators and contributes to our understanding of how race and social identities contemporarily influence public managerial behaviors. - Reproduced.
700			_aWright, Kenicia _914807
700			_aMeier, Kenneth J. _914808
773			_aAmerican Review of Public Administration
906			_aPublic administration
942			_2ddc _cAR