This article investigates whether authority hierarchy still serves as an important factor influencing employee perceptions toward organizational roles and expected behavior. Results of a study in a federal agency suggest that hierarchy does serve as a significant force influencing employee attitudes toward leadership roles, contrary to the notion that hierarchy will diminish in importance over time. Hierarchy remains a crucial structural force in public organizations and is unlikely to wither away.
Bennis, W. G., & Nanus, B. (1985). Leaders: Their strategies for taking charge. New York: Harper & Row.
2.
Burke, W. W. (1982). Organization development: Principles and practices. Boston: Little, Brown.
3.
Burns, J. M. (1978). Leadership. New York: Harper & Row.
4.
Church, A. H. (1995). Managerial behaviors and work group climate as predictors of employee outcomes. Human Resource Development Quarterly, 6, 173-205.
5.
Gabris, G. T., Golembiewski, R. T., & Ihrke, D. (2001). Leadership credibility, board relations, and administrative innovation at the local government level. Journal of Public Administration Research and Theory, 11, 89-108.
6.
Gabris, G. T., & Ihrke, D. (1996). Burnout in a large federal agency: Phase model implications for how employees perceive leadership credibility. Public Administration Quarterly, 20, 220-249.
7.
Gabris, G. T., & Mitchell, K. (1991). The everyday organization: A diagnostic model for assessing adaptation cycles. Public Administration Quarterly, 14(4), 498-519.
8.
Golembiewski, R. T. (1977). Public administration as a developing discipline (Vol. 1). New York: Marcel-Dekker.
9.
Golembiewski, R. T. (1989). Organization development: Ideas and issues. New Brunswick, NJ: Transaction.
10.
Golembiewski, R. T., & Kiepper, A. (1988). High performance and human costs. New York: Praeger.
11.
Golembiewski, R. T., Munzenrider, R., & Stevenson, J. G. (1986). Stress in organizations. New York: Praeger.
12.
Goodsell, C. (2003). The case for bureaucracy. New York: Chatham House.
13.
Gulick, L. (1937). Notes on the theory of organization. In L. Gulick & L. Urwick (Eds.), Papers on the science of administration (pp. 3-13). New York: Institute of Public Administration.
14.
Ihrke, D. (1996). Burnout in a large federal agency (Doctoral dissertation, Northern Illinois University). Ann Arbor, MI: Dissertation Abstracts.
15.
Katz, R., & Kahn, D. (1966). The social psychology of organizations. New York: Wiley.
16.
Kouzes, J., & Posner, B. (1993). Credibility. San Francisco: Jossey-Bass.
17.
Kouzes, J., & Posner, B. (1995). The leadership challenge. San Francisco: Jossey-Bass.
18.
Kuhn, T. (1962). The structure of scientific revolutions. Chicago: University of Chicago Press.
19.
Lawler, E., III. (1984). High involvement management. San Francisco: Jossey-Bass.
20.
Lawler, E., III. (1992). The ultimate advantage: Creating the high involvement organization. San Francisco: Jossey-Bass.
21.
Likert, R. (1967). The human organization. New York: McGraw-Hill.
22.
Lipsky, M. (1984). Street level bureaucracy and the analysis of urban reform. In H. Hahn & C. Levine (Eds.), Readings in urban politics (pp. 212-223). New York: Longman Press.
23.
Maslow, A. (1954). Motivation and personality. New York: Harper & Row.
24.
McGregor, D. (1960). The human side of enterprise. New York: McGraw-Hill.
25.
Northouse, P. (2004). Leadership: Theory and practice. Thousand Oaks, CA: Sage.
26.
Osborne, D., & Gaebler, T. (1992). Reinventing government. Reading, MA: Addison-Wesley.
27.
Perrow, C. (1986). Complex organizations: A critical essay. New York: Random House.
28.
Thayer, F. (1973). An end to hierarchy and competition. New York: Viewpoints Press.
29.
Thompson, J. D. (1967). Organizations in action. New York: McGraw-Hill.
30.
Yukl, G. (1994). Leadership in organizations. Englewood Cliffs, NJ: Prentice Hall.
