000			01648nam a22001457a 4500
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100			_a Higgs, M., Kuipers, B.S. and Steijn, B. _948200
245			_aChange leadership and change embeddedness in public organizations: Connecting macrolevel reform to microlevel implementation
260			_aPublic Administration: An International Quarterly
300			_a101(3), Sep, 2023: p.902-916
520			_aGovernments initiate major public sector reforms for various reasons. Although change leadership appears crucial, its role in implementing reforms in public organizations receives scant attention. Insights from public administration and change management literature help to bridge the gap between these macrolevel and microlevel perspectives. Our multilevel study of two youth care organizations addressing public sector reform explores how leadership behavior—and in interaction between top and middle managers—contributes to the concept of what we call change embeddedness among front-line employees. The use of leadership behaviors during the reform that are leader centric (shaping) appear to be associated with greater ambiguity and worse change embeddedness. However, leadership focused on engaging employees and boundary spanning with external organizations seems to support the embeddedness of the reform, especially when these behaviors are connected to a clear sense of purpose around the change. – Reproduced https://onlinelibrary.wiley.com/doi/10.1111/padm.12833
773			_aPublic Administration: An International Quarterly
906			_aLEADERSHIP
942			_cAR