Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

CiteULike is a free service for managing and discovering scholarly references - click here to get started.

Sign In to gain access to subscriptions and/or personal tools.
Human Relations
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Similar articles in Web of Science
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Web of Science (4)
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Currie, G.
Right arrow Articles by Lockett, A.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

A critique of transformational leadership: Moral, professional and contingent dimensions of leadership within public services organizations

Graeme Currie

Nottingham University Business School; graeme.currie{at}nottingham.ac.uk

Andy Lockett

Nottingham University Business School; andy.lockett{at}nottingham.ac.uk

Our study of secondary schools in England illustrates the ineffective implementation of transformational leadership within public service organizations by policy-makers. First, a rather narrow, managerialist variant of transformational leadership is promoted, which is resisted by school teachers and principals. Second, associated with this, policy does not take account of the institutional context within which public services organizations operate. Third, policy-makers, rather than leaders transform the context within which leadership takes place and any leadership discretion is constrained by central government audit. Instead, moral, professional and contingent approaches to leadership are enacted at the local level with individualized, rather than dispersed leadership, as a consequence of regulatory and normative pressures.

Key Words: institutional theory • leadership • professions • public management • transformation

Human Relations, Vol. 60, No. 2, 341-370 (2007)
DOI: 10.1177/0018726707075884
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 LeadershipHome page
M. Iszatt-White
Leadership as Emotional Labour: The Effortful Accomplishment of Valuing Practices
Leadership, November 1, 2009; 5(4): 447 - 467.
[Abstract] [PDF]

Home page
 Human RelationsHome page
R. C. Liden and J. Antonakis
Considering context in psychological leadership research
Human Relations, November 1, 2009; 62(11): 1587 - 1605.
[Abstract] [PDF]

Home page
 Human RelationsHome page
G. Currie, A. Lockett, and O. Suhomlinova
The institutionalization of distributed leadership: A 'Catch-22' in English public services
Human Relations, November 1, 2009; 62(11): 1735 - 1761.
[Abstract] [PDF]

Home page
 J Public Adm Res TheoryHome page
G. P. Martin, G. Currie, and R. Finn
Leadership, Service Reform, and Public-Service Networks: The Case of Cancer-Genetics Pilots in the English NHS
J. Public Adm. Res. Theory., October 1, 2009; 19(4): 769 - 794.
[Abstract] [Full Text] [PDF]

Home page
 Human RelationsHome page
S. K. Robinson and R. Kerr
The symbolic violence of leadership: A critical hermeneutic study of leadership and succession in a British organization in the post-Soviet context
Human Relations, June 1, 2009; 62(6): 875 - 903.
[Abstract] [PDF]