The Management Impact of Elected Leaders

Melissa Williams and Timothy Baghurst

SAGE Open, 2014, vol. 4, issue 2, 2158244014531769

Abstract: The study of management has focused increasingly on the specific and unique demands of the government/public sector. Government agencies function in political turmoil which is most experienced by career employees and staff who remain despite changing administrations. Using a qualitative phenomenological research design, this study sought to understand and explain the experiences of government employees working under the management of elected leaders at various Offices of the Attorney General. Ten staff ranging from assistant attorneys general to administrative assistants were interviewed to solicit their perceptions on being managed by a popularly elected leader. Analyses resulted in four themes of necessity: (a) consistent delivery of management, (b) consistent levels of communication, (c) stronger presence of the AG as leader/manager, and (d) removing stagnation of agency progress. Findings suggest that elected leaders should actively work to assist in the management of government employees by increasing transition communication, maintaining regular communication directly with the agency, and supporting a management program for current and potential managers. The study offers a new perspective regarding the challenges elected leaders face when beginning to lead and the frustrations the employees have in knowing what the elected leader is doing.

Keywords: management; social sciences; government agencies; criminology; supervision; criminology; public administration and non-profit management; management; public administration and public policy (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:sae:sagope:v:4:y:2014:i:2:p:2158244014531769

DOI: 10.1177/2158244014531769

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