Impact of South Korean Ministers' Careers on Organizational Change

• In Event: Public Administration from a Global Perspective

Abstract

Do the different specializations within the public sector require different leaders’ career experiences? How does a leader's background influence change within an organization? This research focuses on the career histories of top leaders and examines the resulting impact of these individuals on their respective organizations. Previous studies in public administration have recognized that different leadership styles can lead to different organizational outcomes (Colbert et al., 2014; Hansen & Villadsen, 2010; Yukl, 2008). However, these studies are often hampered by their reliance on subjective assessments of leadership, potential biases, and the dynamic nature of leadership across time and contexts. Leadership is essentially the deliberate exercise of influence by an individual over others to manage group or organizational activities and relationships (Alvesson, 2019; Meier & O’toole, 2012). However, a leader's career background, which refers to the professional path and expertise accumulated to reach their current status, warrants investigation of its impact on tangible, context- and time-independent organizational change (Bourgault & Van Dorpe, 2013; Germain, 2012).

Our research aims to test four primary hypotheses derived from the following contexts: First, the career backgrounds required for different specialties vary among ministries. To test this hypothesis, we examine the career paths of ministers from the last four South Korean administrations and classify them into three groups: politicians, bureaucrats, and external experts. This classification helps to identify the career paths required for ministries in specific fields. Second, leaders with political backgrounds are likely to expand their organizations driven by personal political aspirations. Based on the career ladder theory of political ambition, politicians are inclined to bolster their achievements and support by expanding the organizations under their command for political purposes (Borchert, 2011; Treib & Schlipphak, 2019). Third, leaders with bureaucratic roots are expected to maintain the status quo within their organizations. Rooted in institutionalism theory, bureaucrats are expected to preserve existing systems and norms, a tendency that continues as they rise to top leadership positions (Capoccia, 2016; Kingston & Caballero, 2009; Thomas et al., 2017). Fourth, leaders who come from outside professional or academic spheres are predicted to introduce reform-oriented downsizing during organizational change. According to the principles of New Public Management, the integration of private sector or external business management practices aims to improve the efficiency and effectiveness of the public sector (Hyndman & Liguori, 2016).

To conduct this study, we qualitatively categorize the career trajectories of ministers from the past four administrations in the Republic of Korea. Our analysis also focuses on various organizational changes as dependent variables: budget changes, personnel changes, shifts in personnel size, structural changes (including creation, dissolution, division, and merger), and variations in government functions and goals. We then analyze these changes associated with leaders' career backgrounds. This study has theoretical significance in bridging political sciences with public management and administration by empirically demonstrating the link between career background and organizational change. In addition, it highlights the bounded rationality of appointing authorities in overseeing organizational change and offers pragmatic recommendations for shaping the strategic direction of the organization.

Authors

• Sungyeop Kim, SUNY, University at Albany

• JungHwan Ryu, Sungkyunkwan University

• Sung Min Park, Sungkyunkwan University