A tale of two leaders : leadership and cultural change at the New Zealand treasury
By: WALLIS, Joe
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ArticlePublisher: Richmond : Wiley-Blackwell, mar. 2010Subject(s): Liderança | Modelo de Gestão | Fazenda Pública | Nova ZelândiaAustralian Journal of Public Administration - AJPA 69, 1, p. 22-33Abstract: Differences in the transformational leadership exercised at the New Zealand Treasury (NZT) by two Secretaries - Henry Lang (1969-1973) and Graham Scott (1986-1996) - are related to differences in their paradigmatic situation rather than a shift away from a serial loyalist public service bargain that caused both to direct their leadership initiatives toward developing and maintaining the trust successive finance ministers placed in NZT advisors. Thus while Lang's leadership was directed toward expanding the reporting role of the NZT to the limits of what could be expected under a relatively stable market failure policy paradigm, the subsequent erosion of the authority of this paradigm meant that, under Scott's leadership, the NZT reinvented to advance a coherent reform strategy
Differences in the transformational leadership exercised at the New Zealand Treasury (NZT) by two Secretaries - Henry Lang (1969-1973) and Graham Scott (1986-1996) - are related to differences in their paradigmatic situation rather than a shift away from a serial loyalist public service bargain that caused both to direct their leadership initiatives toward developing and maintaining the trust successive finance ministers placed in NZT advisors. Thus while Lang's leadership was directed toward expanding the reporting role of the NZT to the limits of what could be expected under a relatively stable market failure policy paradigm, the subsequent erosion of the authority of this paradigm meant that, under Scott's leadership, the NZT reinvented to advance a coherent reform strategy
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