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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?
Rainey et al. (Sat,) studied this question.
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