Change leadership and change embeddedness in public organizations: Connecting macrolevel reform to microlevel implementation
研究公共部门改革中高层与中层管理者的领导行为如何影响一线员工的变革嵌入性，发现以领导者为中心的塑造行为增加模糊性、降低嵌入性，而员工参与和跨组织边界管理则促进嵌入性。
Abstract Governments initiate major public sector reforms for various reasons. Although change leadership appears crucial, its role in implementing reforms in public organizations receives scant attention. Insights from public administration and change management literature help to bridge the gap between these macrolevel and microlevel perspectives. Our multilevel study of two youth care organizations addressing public sector reform explores how leadership behavior—and in interaction between top and middle managers—contributes to the concept of what we call change embeddedness among front‐line employees. The use of leadership behaviors during the reform that are leader centric ( shaping ) appear to be associated with greater ambiguity and worse change embeddedness. However, leadership focused on engaging employees and boundary spanning with external organizations seems to support the embeddedness of the reform, especially when these behaviors are connected to a clear sense of purpose around the change.