A Modernization Myth: Public Management Reform and Leadership Behavior in the Irish Public Service

Abstract

To assess whether public service modernisation in Ireland is a ‘useful myth’, we examine aggregate indicators of leadership behaviours and the interview responses of recognised ‘change agents’ to assess whether there is a gap between the rhetoric and reality of follower engagement in pursuit of a transformative vision that official rhetoric highlights as a potentiality in this sector. The persistence of such a gap can be explained in terms of the usefulness of this potentiality myth in legitimising the leading role top-level public servants play in reform processes in this country although this may have declined during the current recession.