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Today, researchers and practitioners also interested in the questions of successful leadership oforganizations as well as efficient and effective change management. In our paper, we combinethese two areas of research and in the form of a literature review examine what kind of leadershipstyle, role, behaviour is needed to successfully convert organizations through change processes.We emphasise the behaviour aspects of change implementation. After defining the concepts thatare most relevant to our topic, we first collect models and research findings from the literatureon change management, which deal with how to lead changes, and then explore the approachesassociated with organizational changes from the leadership literature. Finally, we try to drawconclusions that according to the research we have studied, what are the characteristics ofsuccessful change leadership.

Evidence from the International Crime Victimization Survey and the World Business Environment Survey suggests that actual corruption experience is a weak predictor of reported corruption perception, and that some of the factors commonly found to "reduce" corruption, such as economic development, democratic institutions or Protestant traditions, systematically bias corruption perception indices downward from corruption experience. In addition, perception indices are influenced by absolute (as opposed to relative) levels of corruption, which tends to penalize large countries, and they exhibit diminishing sensitivity to both absolute and relative corruption, indicating that they may better capture differences among countries with low levels of corruption than among highly corrupt ones. Individual characteristics such as education, age, or employment status, and firm‐level characteristics such as the number of competitors are also found to influence corruption perceptions holding experience constant.

Many countries place restrictions on the political rights of government workers. This includes limitations on political activities such as taking an active part in political campaigns. Are such restrictions desirable? We present a formal welfare analysis of this question. Bureaucrats' political activities affect voter perceptions of the government and this can have informational benefits. However, they can also induce policy mistakes and are susceptible to 'noise' from some bureaucrats' innate desire for political expression. When politicians have limited control over bureaucrats and successfully coordinate with voters, bureaucrats' political activities can be desirable. In most cases, however, banning political activities is optimal.