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Leadership and Organizational Culture: Sustaining Dialogue between Practitioners and Scholars
Author(s) -
Dull Matthew
Publication year - 2010
Publication title -
public administration review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.721
H-Index - 139
eISSN - 1540-6210
pISSN - 0033-3352
DOI - 10.1111/j.1540-6210.2010.02217.x
Subject(s) - credibility , organizational culture , public relations , competence (human resources) , political science , public sector , leadership studies , context (archaeology) , sociology , leadership style , psychology , social psychology , law , paleontology , biology
Few topics in the study of contemporary public organizations better illustrate the burdens—and potential benefits—of sustaining dialogue between practitioners and scholars than the interplay between leadership, organizational culture, and public sector performance. Following two decades of intensive research and advocacy, the last 10 years have seen diminished scholarly attention to this subject, while efforts to shape culture remain central to the leadership of public organizations. This essay reflects on the 8 Cs of organizational culture: complicated, control, competence, commitments, credibility, conflict, context, and change.