000			01831pab a2200205 454500
008			180718b2011 xxu||||| |||| 00| 0 eng d
100			_aKelman, Steven
245			_aSuccessfully achieving ambitious goals in government: An empirical analysis
260			_c2011
300			_ap.253-262.
362			_aMay
520			_aMany senior government leaders who have attempted to achieve ambitious goals have been quite successful, though others (sometimes very visibly) have not succeeded. What do those who succeeded do differently? Is their success just a matter of luck? What (if anything) do the most successful public sector leaders have in common across agencies with very different missions? To explore these questions, the authors use a reputational approach to identify success, relying on independent experts to nominate leaders from the two most recent completed presidential administrations. In order to understand what successful leaders do differently, the authors also use a control group for comparison. The authors test a range of hypotheses based on the public management literature. Successful leaders do a number of things that control group members generally do not. Examples of these techniques are general good management techniques, including using a strategy planning process, using performance metrics, and working proactively to gain support from external stakeholders. By contrast, change management techniques, which we had expected to distinguish successful leaders, are also used by unsuccessful leaders. Thus, their use does not differentiate the successes. - Reproduced.
650			_aPerformance appraisal
650			_aOrganizational change
650			_aPublic administration
700			_aMyers, Jeff
773			_aAmerican Review of Public Administration
908			_aN
909			_a92029
999			_c92029 _d92029