LEADING CHANGE IN THE PUBLIC SECTOR: DR MOURE-ERASO’S CHAIRMANSHIP OF THE U.S. CHEMICAL SAFETY BOARD

Abstract

This paper examines the challenges of leading a public sector organization via a case study of the U.S. Chemicals Safety Board (CSB), a federal agency charged to conduct independent investigations of industrial chemical accidents. Although largely modelled after the National Transportation Safety Board (NTSB), the CSB’s performance has often been compared unfavorably with the NTSB’s, in terms of the rate of output and time taken to complete investigations. The case focuses on the CSB’s organizational developments since Dr Rafael Moure-Eraso assumed chairmanship of the agency in June 2010. It examines his assessment of the CSB’s strategic challenges, his plan for addressing the challenges and the resulting organizational performance. The case sifts through the main criticisms of Dr Moure-Eraso’s leadership and possible motivations behind these criticisms, leading readers to explore whether the organizational changes initiated by Dr Moure-Eraso were well implemented and to thoughtfully assess the CSB’s performance during his term.