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Implications of Organizational Climate and Ethical Leadership on Re-engineering in Municipal Government

Author: JOHN L. DALY
Published in PAQ, Vol. 26 No. 2

For the past two decades, increasing demands have been placed on
government to “do more with less.” These pressures have resulted in
innovative searches by officials to “find” practical solutions that
enhance organizational productivity within stable to declining operational
resource environments. Business Process Reengineering has been
touted recently by organizational theorists as an innovative method for
improving organizational cost-effectiveness, increasing responsiveness
to clients, and enhancing service delivery (Hammer and Champy, 1993’
Manganelli and Klein, 1994; Linden, 1994; Hyde, 1995).
The advent and application of reengineering in government, however,
has not been without fierce debate. Offsetting the positive aspects of its
utilization, reengineering has been criticized as resulting in dehumanizing
workforce reductions and increasing workloads for downsizing
survivors. In environments of substantial dynamic change, concern
exists for damaging cooperative relationships of management and
labor.
This study examines survey responses obtained from managers and
supervisors in four Florida smaller sized municipal governments. It
assesses the influence that organizational climate and ethical leadership
have on instituting governmental process changes. The research results
indicate a strong relationship between positive organizational climate
and successful process reengineering. Less evidence exists to support a
similar impact of ethical practices on reengineering outcomes.

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