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This essay focuses on institutional leadership in complex public organizations. Using an expanded version of James A. Stever’s organizational scepticism framework, an argument is presented that the concept new occupies a privileged and unique position in the modern conception of leadership. The concept’s status is due, in part, to its intimate relationship with other favorable concepts, most notably progress and radical change. It is argued that the modern fixation with new, progress and radical change is troublesome. The scholarly community is encouraged to commit more intellectual resources to developing alternative models of leadership that recognize the usefulness of, but are not limited by, the underlying values and assumptions of modernity. The model of administrative conservatorship is offered as one such model.

In a significant, but iconoclastic, approach to Public Administration Marshall Dimock introduced many sprawling concepts, approaches, and arguments to modern organization theory. Dimock, a contemporary of Herbert A. Simon, challenged traditional wisdom with his gradual deflection away from conventional organization and administrative theories. Contrary to Simon's opinions, Dimock linked Public Administration back to classical thought, and rejected the modernistsʼn definition of progress and the growth/decay explanations for organization development.

Marshall Dimock offers students of organizational theory a potpourri of concepts, approaches and arguments. His career began in the founding era of American public administration during President Roosevelt’s new deal administration. He initially supported the administrative state, but became disillusioned with problems inherent in large bureaucratic organizations. Dimock eventually embraced pre‐modern approaches to organization that relied upon strong leadership and personal ethics. He was particularly opposed to behavioural approaches to organization because they relied on management techniques rather than individual integrity. With the pre‐modern approach, Dimock swam against the current of modern organizational theory which depicted modern organization as an inherently powerful, superior institutional form. His latter works argued that organizations must conform to nature and that they wither if they do not take the natural qualities of people into account.

Scepticism about organizations has become an integral part of the field organizational theory. This article aspires to develop through historical analysis a taxonomy of organizational scepticism. Though scepticism of all types have generic traits, there are three distinct types of scepticism: premodern, modern and postmodern scepticism. Premodern scepticism attacks the modern organizational by stressing concepts grounded in nature and tradition. Modern sceptics attack the optimism of managerialism about organizations. Postmodern sceptics stress that technological developments, economic self interest, and irrationality will be the eventual undoing of modern organization. Organizational scepticism is now so pervasive that it should be treated as an integral part of the field.

The narratives that would give meaning to at least four generations of scholars and practitioners are amplified in the discourse growing out of the elements of technical rationality, pragmatism, evolution, and the rush of different ideas and new institutions that punctuate the Progressive period. The narratives explored below persist in public administration from the beginning of the twentieth century: preparation for the rise of national institutions, the citizen-state relationship, reconciling democracy and administration, and science and scientific management. Throughout the paper, the author's interest in the reconciliation of freedom and order is explored in the relationship between self and community, citizen and nation, and politics and administration.

This paper examines the process of corporate downsizing and its implications for communicating employee lay‐offs. In an effort to please one set of stakeholders (investors, creditors, shareholders, analysts and others), management may be faced with difficult and unpleasant communication choices as they confront another set of stakeholders (employees, customers, community members and elected officials). The objective in each case is to restructure the organisation, control costs and return to profitability without alienating or traumatising the very people who helped create wealth and productivity for the organisation. This paper reviews current practice, an extended case example, and provides ten specific suggestions for planning and communicating employee lay‐offs.

The use of celebrities, and particularly athletes, to influence consumers and sell products is not a new practice, but one that is gaining considerable steam in the sports marketplace. However, many academics and practitioners have long questioned the means by which celebrity endorsement is measured and evaluated. Through the use of validated surveys among US students and the inauguration of the Celebrity-Hero Matrix (CHM), some of their questions are answered. Being labelled a 'heroic' athlete does, it seems, have tremendous power for marketers, and provides endorsement clout for the athlete.

Sport celebrities often endorse their team, their sport, and non‐sports‐related products. Increased idolizing of sport celebrities by adolescents is one artifact of this promotional practice. Although seemingly innocuous, adolescents who idolize sport celebrities may, as adults, come to worship such celebrities; this unhealthy obsession may afflict 10 percent or more of adults. If adolescent hero worship of sport celebrities is a gateway to this adult psychopathology, then alerting parents, as well as encouraging social responsibility among advertisers and sport teams/leagues, is critical. This paper aims to address the issues.

After a brief review of the literature on adolescent hero worship, the literature on the determinants and effects of celebrity worship are explored.

Once parents, advertisers, sport team/leagues are sensitized to the problem, adolescent hero worship of sport celebrities can be mitigated as a likely gateway to many adults' unhealthy obsession with celebrities.

Directions for future sport celebrity worship research are suggested.

The incidence of a potentially psychologically damaging affliction can be reduced without harm to advertisers, sport teams/leagues, and athletes.

Ways to reduce promotion‐induced sport celebrity worship – without eliminating sport promotion per se – are suggested. Recommendations are targeted for sport‐related and non‐sport‐related products as well as teams and leagues/conferences.

This paper is the first to suggest a link between adolescent hero worship of sport celebrities and psychologically dangerous celebrity worship by adults.