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A study of the mid level public managers' leadership role and leadership orientations in implementation of planned organizational change in the Pakistani public sector requires a review of the literature in six areas: planned organizational change and innovation, major public sector implementation studies, link between leadership and implementation of change, public sector leadership works, studies relevant to middle managers, major leadership schools and Bolman and Deal model. To gain a deeper understanding of the implementation process, it will be useful to consider it in relation to the relevant literature on organizational change and innovation. There is an enormous body of literature on this topic but relevant themes and selected works on change and innovation diffusion will be explored with a particular emphasis on the process of implementation. A brief review of major public sector implementation studies is essential to recognize the complexities involved with the implementation of public sector changes. An examination of this body of literature -planned change and innovation and policy implementation- will provide the context that supports a need for multiframe leadership of midlevel public managers.

It is important to examine the literature that provides linkage between leadership and implementation of change, and identification of major public sector leadership studies is of equal significance to gauge their potency or otherwise for application. To understand the expectations and responsibilities associated with midlevel public managers, with particular reference to organizational change, review of works specific to middle managers is vital.

Finally, it is necessary to explore the literature on managerial leadership. The body of literature on this topic is voluminous and a full review is neither relevant nor possible. However, to fully grasp the challenges inherent to midlevel public managers' leadership and the power and relevance of Bolman and Deal Model, it is crucial to review the major schools of leadership and the literature that supports the Bolman and Deal Model. This review will provide a valuable link to the need for cognitively complex leadership of middle managers of public organizations and effective implementation of planned change interventions.

Planned Organizational Change

One of the most important and pervasive organizational concepts that has emerged in the 20th century is that of planned, controlled and directed change. It is believed that organizations can consciously and successfully direct forces of change to suit predetermined goals and values (Owens, 1991). Bennis, Benne, and Chin (1985) define planned change as a conscious, deliberate, and collaborative effort to improve the operation of human system, whether it is a self system, social system or cultural system, through the utilization of valid knowledge. Innovation is a facet of planned change that does not simply seek alteration to the existing systems and 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。