Leading change in public organisations: the role of mediators

Abstract

Purpose

The purpose of this paper is to analyze the trajectory of an institutional change in a public organisation, this study explores the role of organisational mediators – i.e. middle managers involved in the enactment of change projects - to translate leaders’ entrepreneurial attempts of modernisation.

Design/methodology/approach

Enlightened by an institutional perspective, the research is carried out through a single case study in a major Italian Court House. The empirical evidence relies on various sources of information: archival data, documentation, observation and 42 face-to-face interviews.

Findings

The research outlines the heterogeneity of mediators’ approaches and the diverse effectiveness in translating leaders’ ideas. Three approaches are evidenced: instrumental leader-driven, conformant leader-driven, rhetorical individual-driven. These archtypes are compared in term of characteristics and contribution to mediate the symbolic realm of new ideas and the technical realm of everyday working activities.

Practical implications

The identification of the importance and characteristics of organisational mediators provide insights for leaders in choosing the most appropriate figures to carry out change projects.

Originality/value

This paper highlights the importance of more operational figures (mediators), and their characteristics, in pursuing change in the public sector. Mediators become essential organisational translators to bridge the gap between strategic leaders ideas and employees working reality.

Citation

Agostino, D., Arena, M. and Arnaboldi, M. (2013), "Leading change in public organisations: the role of mediators", Leadership & Organization Development Journal, Vol. 34 No. 7, pp. 596-615. https://doi.org/10.1108/LODJ-12-2011-0123