Julie Langer is an assistant professor in the Department of Public Administration. Langer received both her Ph.D. and a master's degree in public administration from the College of Urban Planning and Public Affairs at the University of Illinois (Chicago). Her research focuses on public and nonprofit management, sector comparisons, organizational behavior and identity. Langer's work has received best paper award recognition from the Academy of Management, public and nonprofit division, as well as the editor's prize for best scholarly paper from the journal Nonprofit Management and Leadership. While completing her degrees, Julie worked in the nonprofit sector leading collective impact initiatives aimed at addressing the skills gap in Chicago's health services sector.
Areas of Expertise
- Public management
- Nonprofit management
- Organizational behavior
- Organizational identity
Langer, J.A., and Feeney, M.K. (forthcoming). Organizational Identity Orientation: A Public Sector Research Agenda. In The Handbook of Research on Motivation in Public Administration. Edmund C. Stazyk and Randall S. Davis, Edward Elgar Publishing
LeRoux, K., and Langer, J. (2019). From nonprofit leader to elected official: Examining political ambition in the nonprofit sector. Nonprofit and Voluntary Sector Quarterly, 48(1), 208-226.
Langer, J., Feeney, M. K., and Lee, S. E. (2017). Employee Fit and Job Satisfaction in Bureaucratic and Entrepreneurial Work Environments. Review of Public Personnel Administration.
Langer, J. and LeRoux, K. (2017) Developmental Culture and Effectiveness in Nonprofit Organizations. Public Performance and Management Review
LeRoux, K., and Langer, J. (2016). What Nonprofit Executives Want and What They Get from Board Members. Nonprofit Management and Leadership.
Feeney, M. K., and Langer, J. (2015). Getting Ahead in the Public-Sector Perceptions of Managers in US Municipalities. The American Review of Public Administration.