Follow the Leader? Leader Succession and Staff Attitudes in Public Sector Organizations

• 成果类型: Article
• 署名作者: Geys, Benny; Connolly, Sara; Kassim, Hussein; Murdoch, Zuzana
• 署名单位: BI Norwegian Business School; University of East Anglia; University of East Anglia; University of Bergen
• 刊物名称: PUBLIC ADMINISTRATION REVIEW
• ISSN/ISSBN: 0033-3352
• DOI: 10.1111/puar.13189
• 发表日期: 2020
• 页码: 555-564
• 关键词: MODERATING ROLE; GROUP PROTOTYPICALITY; job-satisfaction; IDENTITY; self; socialization; work; performance; officials; need

摘要

Public 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.