WHAT DO CHIEF ADMINISTRATORS DO? FINDINGS FROM VICTORIA

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Abstract
This study explores the views of Victorian Chief Administrators (CAs) about their jobs. CAs report that the environment of administration has changed in three broad areas: greater public expectations, a breakdown of the politics‐administration dichotomy and difficulties reconciling managerial accountability with limited managerial autonomy. In response, CAs describe a distinctive pattern of concerns — with the “what”, “why” and “how” of agency operation. First, they attempt to shape the “what” or the ends and values their agency creates. Second, they act to enhance the “why” or their agency's legitimacy and the support it attracts from constituencies. Third, CAs are concerned with “how” to mobilise organisational resources, particularly by moulding culture towards the agency values they identify. These findings suggest that CAs have devised understandings of their responsibilities which conform more to theoretical conceptions of leadership than either administration or management. The research points to the emergence of a distinctive type of administrative leadership.

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