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Transforming Public Organizations with Strategic Management and Strategic Leadership

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Public Policy and Administration Research Organizational Change and Leadership Public Administration and Political Analysis

Abstract

This article suggests how to transform public sector organizations using strategic management and strategic leadership. We summarize the theory and process of strategic management and strategic leadership and suggest propositions that identify key questions in using these processes for the transformational change of public organizations. The propositions consider the unique needs posed by the public sector, the way transformational or radical change must be carried out in and for this type of organization, and how a transformation will redirect and channel the energies of strategic leaders in the future.

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1990Qualitative evaluation and research methods 2010Strategic management a stakeholder approach 1980Competitive Strategy: Techniques for Analyzing Industries and Competitors 1985Agendas, Alternatives, and Public Policies 1997Organizational Learning: A Theory of Action Perspective 1969The social psychology of organizing 1984Agendas, alternatives, and public policies 1972Organizational Structure, Environment and Performance: The Role of Strategic Choice

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2000Thinking outside the box by looking inside the box 2002Leadership, culture and performance: The case of the New Zealand public sector 1999Research on Strategic Management in Nonprofit Organizations 2002Organizational Commitment across Three Sectors: Public, Non-profit, and For-profit 2007A conceptual model of public sector corporate entrepreneurship 2003Change Management—Strategy and Values in Six Agencies from the Australian Public Service

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