Leadership and the Transformation of a Major Institution

Charles Rossotti and the Internal Revenue Service

Datos Bibliográficos

ID6366208
AutoresHal G Rainey, James Thompson (0000-0002-3219-2655, University of Illinois Urbana-Champaign)
EditoresNorma M Riccucci (0000-0002-9229-7408)
Año2006
Volumen66
Número4
Páginas596-604
Fecha de publicación2006-07-01
Peer ReviewedSí
Open AccessSí
TipoARTICLE
RevistaPublic Administration Review (JOURNAL)
Identificadores de la revistaISSN: 0033-3352 • E-ISSN: 1540-6210
EditorialWiley (PUBLISHER • GB)
DOI10.1111/j.1540-6210.2006.00619.x
OpenAlexW2128336049
IdiomaEN
Citas recibidas13
Referencias citadas1

Charles Rossotti took the helm at the Internal Revenue Service in 1997 amid complaints of abuse of both IRS workers and taxpayers. Did he succeed at improving the agency's image without sacrificing its principal mission to enforce the tax code fairly and effectively? This retrospective on Rossotti's five-year tenure suggests that he, his leadership team, and teams of IRS employees managed effective changes that substantially improved services to taxpayers and the administration of a beleaguered revenue-collection system. His leadership offers valuable lessons and insights for administrators in all settings. Are there invaluable lessons that public administrators might learn from Rossotti's management strategy

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