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The Management Impact of Elected Leaders

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  • Melissa Williams
  • Timothy Baghurst

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.

Suggested Citation

  • Melissa Williams & Timothy Baghurst, 2014. "The Management Impact of Elected Leaders," SAGE Open, , vol. 4(2), pages 21582440145, April.
    • Handle: RePEc:sae:sagope:v:4:y:2014:i:2:p:2158244014531769
    DOI: 10.1177/2158244014531769
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    References listed on IDEAS

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    1. Kathleen A. Bratton & Rorie L. Spill, 2002. "Existing Diversity and Judicial Selection: The Role of the Appointment Method in Establishing Gender Diversity in State Supreme Courts," Social Science Quarterly, Southwestern Social Science Association, vol. 83(2), pages 504-518, June.
    2. Freeman Holmer, 1968. "Management Research in State and Local Governments," Operations Research, INFORMS, vol. 16(6), pages 1093-1099, December.
    3. Eric Borgne & Ben Lockwood, 2006. "Do Elections Always Motivate Incumbents? Learning vs. Re-Election Concerns," Public Choice, Springer, vol. 129(1), pages 41-60, October.
    4. Kenneth J. Meier & Laurence J. O'Toole & Sean Nicholson-Crotty, 2004. "Multilevel governance and organizational performance: Investigating the political-bureaucratic labyrinth," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 23(1), pages 31-47.
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