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Cited by

• 2014Leadership and Performance of Public Employees: Effects of the Quality and Characteristics of Manager-Employee Relationships94 cited
• 2015Exploring the Link Between Performance Information Use and Organizational Performance: A Contingency Approach57 cited
• 2015Organizational Capacity, Regulatory Review, and the Limits of Political Control49 cited
• 2001Cases and Controversies: How Novitiates Are Trained to Be Masters of the Public Policy Universe46 cited
• 2001Letting and making managers manage: the effect of control systems on management action in New Zealand's central government46 cited
• 1999Sustaining innovation: Creating nonprofit and government organizations that innovate naturally42 cited
• 2004DISCERNMENT AND STRATEGIC DECISION MAKING: REFLECTIONS FOR A SPIRITUALITY OF ORGANIZATIONAL LEADERSHIP39 cited
• 2004Performance Leadership: 11 Better Practices That Can Ratchet Up Performance35 cited
• 1994Comment: The Problem of "Best Practice" Research34 cited
• 2005Organizational entrepreneurship and the organizational performance linkage in university extension31 cited
• 2003Administration Versus Management24 cited
• 2005The Human Side of Managing for Results22 cited
• 2010Sheriffs' and Police Chiefs' Leadership and Management Decisions in the Local Law Enforcement Budgetary Process: An Exploration