000			01419nam a22001457a 4500
999			_c515881 _d515881
008			210210b ||||| |||| 00| 0 eng d
100			_aGeys, B. et al _924183
245			_aFollow the leader? Leader succession and staff attitudes in public sector organizations
260			_a Public Administration Review
300			_a80(4), Jul-Aug, 2020: p.555-564
520			_aPublic sector organizations face regular turnover in top leadership positions. Yet little is known about how such changes affect staff attitudes. The authors argue that top leader succession may influence staff attitudes, particularly when new leaders are “outsiders” and/or subordinates interact regularly with their leaders. Using a unique two‐wave survey conducted within the European Commission in 2008 and 2014, this analysis tests these propositions by studying the same individuals before and after shifts in top political (commissioner) and administrative (director‐general) positions. The study shows that leadership succession can trigger meaningful shifts in subordinates' stated attitudes regarding the European Commission's supranational identity. These findings are important because staff attitudes about organizational values and aims represent a key driver of individual and organizational performance. – Reproduced
773			_aPublic Administration Review
906			_aPUBLIC SECTOR ENTERPRISES
942			_cAR