Gender Differences in Implementing Organizational Change in Romania’s Central Public Administration

The present study analyses the gender differences in implementing organizational change in Romania’s central public administration, from a subordinates’ perspective, in order to establish whether female leaders are more likely to adopt change in comparison to their male counterparts. The research methodology consists of an opinion survey conducted in the central public administration of Romania based on a questionnaire. The study reveals that female leaders are perceived in a positive, yet not in a better manner than men. They are considered transformational leaders capable of involvement in the process of organizational change of public institutions. There are no significant differences between the perceptions of men and women as leaders, although almost all the differences are in favour of men. The study shows a strong correlation between transformational leadership and leaders’ capacity of implementing the management of change, the relationship being stronger in the case of female leaders who should continue to strengthen transformational behaviours

Competency modeling: A theoretical and empirical examination of the strategy dissemination process

One of the most important functions of a competency model is to translate organizational strategy into employee behavior. Yet, virtually no theoretical attempts to elucidate this process exist, and no empirical evidence has been offered demonstrating that it occurs. Drawing on the strategic management literature, we develop a conceptual framework delineating this process. We theorize that structurally distributed knowledge, attention, and behavior results in coalitions of individuals at different hierarchical levels (top managers vs employees) developing different dominant logics. These differences across levels in habituated modes of processing information and conceptualizing roles impact the initial importance assigned to competencies that are added to the model as an organization\u27s strategy evolves. However, over time, competency models enable top managers to drive their dominant logic downward through the organization. As the importance of certain competencies is reinforced through performance management, schemata of high-performers shift, becoming better aligned with those of top managers\u27. Using data from focus groups, surveys, and archives collected at two points in time (6 years apart) capturing change in the strategy of an organization of professional jobs in the U.S. government (n = 218), results were supportive. We then use our model to generate an agenda of research questions and topics to enhance competency modeling scholarship