The Management Impact of Elected Leaders

Melissa Williams,Timothy Baghurst

doi:10.1177/2158244014531769

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.

Highlights

Elections, in more recent decades, seem less focused on the specific management experiences and human relations skills of each candidate and more on the predetermined list of each candidate’s issues of interest (Czarnezki, 2005)
If voters are making decisions based on political rhetoric and popularity instead of management ability, the concern becomes whether government agencies are led and managed effectively
Individual interview responses offered a variety of subthemes including communication, awareness of the various roles, inconsistent management strategies, disconnect from the office beyond the role of the Assistant Attorney General (AAG), and difficulty in balancing the political demands with the personnel demands

Summary

Introduction

In more recent decades, seem less focused on the specific management experiences and human relations skills of each candidate and more on the predetermined list of each candidate’s issues of interest (Czarnezki, 2005). In contrast to the elected leader, employees in these organizations often hold permanent roles, maintaining positions throughout numerous changes to the executive guard To career employees, those typically customer-facing and in support positions, the perception and reception of a leader’s subsequent management strategy may drive the general success or failure of an administration (Perkinson, 2006; U.S Office of Personnel Management–Office of Merit Systems Oversight and Effectiveness [OPM], 2001). Those typically customer-facing and in support positions, the perception and reception of a leader’s subsequent management strategy may drive the general success or failure of an administration (Perkinson, 2006; U.S Office of Personnel Management–Office of Merit Systems Oversight and Effectiveness [OPM], 2001) This is important, as an elected leader’s administration often depends most on the ability of middle managers to manage these employees strategically on behalf of the leader (Boyne, James, John, & Petrovsky, 2010; Buchen, 2005; McCann, Hassard, & Morris, 2004). Such situations raise concern regarding middle management’s ability to manage and engage career employees (OPM, 2001; Wright, 2009)

Results

Discussion

Conclusion