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Leadership and Public Service Motivation in U.S. Federal Agencies
Abstract
This analysis of over 6,900 federal employees’ responses to the Merit Principles Survey 2000 examines the influences of leadership and motivational variables, and especially public service motivation, on the “outcome” variables job satisfaction, perceived performance, quality of work, and turnover intentions. CFA confirms a factor structure for transformation-oriented leadership (TOL), public service-oriented motivation (PSOM), transaction-oriented leadership (TSOL), and extrinsically oriented motivation (EOM). Multivariate regression analysis shows that TOL and PSOM, as well as interaction effects of TOL-TSOL and TOL-PSOM, have strong relations to the outcome variables. SEM analysis examines direct and indirect effects of the main variables. Overall, the results indicate that TOL and PSOM have more positive relations to the outcome variables than do TSOL and EOM. The combination of high TOL and high PSOM has the strongest positive, and hence desirable, relation with organizational outcomes. Among this very large sample of federal employees, those who perceived their leader as displaying TOL (i.e., leadership that is encouraging, supportive, informative, and that emphasizes high standards) also expressed higher levels of PSOM and higher levels of job satisfaction, perceived performance and work quality, and lower turnover intentions. The SEM analysis further indicates that TOL has these effects by way of empowerment, goal clarification, and PSOM, and is distinct from TSOL (transaction-oriented) leadership, which shows no such relationships.
... Transformational leadership's focus on organizational objectives also encompasses individual considerations, suggesting its potential to foster collaborative design, implementation, and modification of performance measurement methods that accurately evaluate employee performance and facilitate performance enhancement (Groen, Wilderom et al., 2017a). Notably, TL has been observed to promote public service motivation (PSM) through employee participation (Park, 2015;Park & Rainey, 2008). Caillier (2014) proposed researching TL's connection with PSM and other factors to better grasp the TL-performance relationship. ...
... This, in turn, engenders a sense of satisfaction, enthusiasm, and commitment to both the task at hand and personal advancement. Extensive research has consistently demonstrated a positive correlation between TL and PSM (Andersen et al., 2018;Park & Rainey, 2008;Vandenabeele, 2014). Hence, we also anticipate that TL will enhance PSM. ...
... Consequently, PM participation serves as a catalyst for increased employee autonomy, leading to heightened intrinsic motivation (Groen, Wilderom et al., 2017a). Research conducted by Park and Rainey (2008) affirms that workplace autonomy enhances employee motivation to serve the public, thereby promoting JP (Miao et al., 2019). In particular, employees with a strong sense of PSM, as discussed earlier, exert greater effort in their work, prioritizing organizational commitments to realize the public organization's mission of community service (Paarlberg & Lavigna, 2010). ...
Despite the growing attention given to the connection between transformational leadership (TL) and job performance (JP), the precise mechanisms driving this association remain inadequately understood. This research delves into diverse causal factors that elucidate the TL–JP relationship. Drawing upon both TL theory and self-determination theory, the study explores the mediating role of employee participation in developing performance measures (PM participation) and public service motivation in the TL–JP relationship. The survey encompassed 208 pairs of employees and their direct managers operating in 208 different public organizations in Vietnam. Employing partial least square regression, the study validates that PM participation and public service motivation partly mediate the TL–JP relationship. The findings furnish valuable insights for managers seeking to enhance the performance of public employees in Vietnam and within emerging economies characterized by comparable structures.
Points for Practitioners
This study advocates for public sector leaders to adopt a transformational leadership approach. It emphasizes the importance of encouraging employee participation in the design, implementation and improvement of performance measures. Such engagement is anticipated to boost public service motivation, subsequently contributing to increased work efficiency among employees.
... Leaders can have a direct influence on the environment of their organizations and affect their employees' motivation. In the public administration literature, the study of this relationship has mainly focused on transformational leadership (TL) and public service motivation (PSM) (Park and Rainey 2008, Wright et al. 2012, Bellé 2013, Vandenabeele 2014, Krogsgaard 2014, Caillier 2015, Wright et al. 2016, Jensen and Bro 2018, Marques 2021, Høstrup and Andersen 2022. Following the advice of TL critics like Knippenberg and Sitkin (2013), those studying the relationship between TL and PSM have centered on the visionary element of TL, arguing that orienting vision toward society is a precondition for a positive association between TL and PSM (Wright et al. 2012, Jensen and Bro, 2018, Høstrup and Andersen 2022. ...
... The PSM literature has established that leaders can have an impact on the degree to which individuals internalize public values and develop a public service identity in the form of PSM (Perry and Vandenabeele 2008). Although the only study to use a field experimental design (Jensen et al. 2019) found that PSM levels declined after leaders were given TL training, a number of observational studies have shown that TL and similar forms of leadership like ethical and collaborative leadership lead to an increase in PSM (Park & Rainey 2008, Wright et al. 2012, Bellé 2013, Vandenabeele 2014, Krogsgaard 2014, Caillier 2015, Wright et al. 2016, Ritz et al. 2016, Jensen and Bro 2018, Høstrup and Andersen 2022. Given this large body of research, our first hypothesis is that this relationship will hold. ...
... The transformational style of leadership was measured with four items that are similar to those used in previous studies (Bass and Avolio 2003, Park and Rainey 2008Wright et al. 2012, Caillier 2015. (Wanous et al. 1997, Diamantopoulos et al. 2012). ...
... Considering that individual characteristics are unlikely to change, the motivational context is a significant organizational management domain. Work environment variables, such as leadership, have been analyzed in the motivational context [18]. However, most studies examining leadership effects on PSM have focused on transformational leadership [19], while little is known about the role of EL on PSM. ...
... In SIT, individuals' behaviors are dependent on their social identification. Individuals who are more likely to recognize their identification through their in-group are more willing to comply with their group's values [18]. Given that the main feature of Confucian values is group orientation [65], SIT presumes that public employees highly socialized by Confucian values are more likely to be affected by their organizational environment. ...
... Furthermore, entrepreneurial leadership and Confucian values and their capacity to build an ethical climate need to serve as a deliberated precondition for developing employees' PSM attitudes. Generally, public leaders and managers are required to adopt conventional leadership styles such as transformational and transactional leadership [18]. However, to conquer complex organizational obstacles [76] and to elicit public employees' positive behaviors, they need to perform in an innovative, proactive, and risk-taking fashion [9]. ...
Public administration has recently seen paradigm shifts to integrate and enhance public value. Regardless of the focus on innovation and organizational performance in government, the public sector must foster public values. Although studies to identify important determinants of public service motivation (PSM) have been conducted, there has been little scholarly inquiry into the influence of leadership, organizational climate, and Confucian values on public management. Employing the theoretical lenses of social learning and social identity theories, this study examines the influences of entrepreneurial leadership, an ethical climate, and Confucian values on PSM. A total of 1215 Korean and 552 Chinese public employees were surveyed to test direct and moderating effects through multivariate regression, showing that entrepreneurial leadership (EL) has positive effects on societally driven PSM in both countries, but its effects on policymaking-oriented PSM depends on the country. An ethical climate is positively associated with policymaking-oriented PSM in Korea, but with societally driven PSM in China. Confucian values positively influence PSM in both countries except for societally driven PSM in Korea. Contrary to our hypotheses, a moderating role of Confucian values does not hold in either country. The article outlines the theoretical and practical implications of this study and directions for future research.
... Issues of public service motivation and managerial performance Kim et al.,(2013), Park & Rainey, (2008). It was found that leadership behavior is often studied as a cause of motivation for public service employees Schwarz et al.,(2016). ...
... Public service motivation was found to have a significant direct effect on organizational citizenship behavior, but it was also found to be a mediating variable that influenced job satisfaction and leadership on organizational citizenship behavior and clarity of goals on organizational citizenship behavior Kim et al.,(2013). Also found a strong relationship between public service motivation with job satisfaction and job quality variables, public service motivation affects good organizational personnel and affects organizational behavior of members of the company, good organizational persons are able to mediate the relationship between public service motivation and stress and intensity of employees leaving the company (Park & Rainey, 2008). ...
... Public service motivation was found to have a direct significant effect on organizational citizenship behavior, besides that it was also found to be a mediating variable that influenced job satisfaction and leadership on organizational citizenship behavior and clarity of goals on citizenship behavior Kim et al.,(2013). A strong relationship between public service motivation with job satisfaction and job quality variables, public service motivation affects good organizational persons and affects organizational behavior of company members, good organizational persons are able to mediate the relationship between public service motivation and stress and intensity of employees leaving the company (Park & Rainey, 2008). ...
Purpose – This paper trying to test whether public service motivation is able to mediate the influence of servant leadership on managerial performance Methodology/approach – This research using quantitative methods. Data processing and hypothesis testing using WarPLS version 7.0. This research was conducted at the Government of Indragiri Hilir Regency, Riau Province, Indonesia. The sampling technique used is probability sampling with proportionate stratified random sampling. The sample was calculated using Herry King's Nomogram Table with an error rate of 5% where 135 respondents were selected. Findings – It was found that. Public Service Motivation is able to mediate the influence of servant leadership on managerial performance. The direct influence of Servant leadership on public service motivation is greater than the direct influence of servant leadership on managerial performance, the effect of public service motivation on managerial performance is the lowest. Novelty/value – Because public service motivation has become an important factor that is able to mediate the influence of servant leadership on managerial performance, it is very important to understand how to maintain managerial performance by looking at indicators of public service motivation.
... It is evident, therefore, that the factors that influence employees' acceptance of DGT are crucial, are different from those of citizen-beneficiaries (Park & Rainey, 2008), and require further investigation. ...
... In the current context, PE refers to the expectation of government employees that using the DGT application will make their work more effective and improve speed and efficiency. Studies on public service hold that government employees have a predisposition towards a commitment to improving public good (Darling & Cunningham, 2016) An expectation that they will be able to serve citizens better is therefore a strong motivating factor (Park & Rainey, 2008). Research has also shown that PE is a strong predictor of 'intention to use' technology in voluntary-use environments and technology usage Performance expectancy (Pe) the degree to which a person believes that using the system will assist him or her in accomplishing improvements in job performance. ...
Governments worldwide are leveraging digital technologies to provide better citizen services and operational capabilities. This phenomenon, known as Digital Government Transformation (DGT), has begun to fundamentally transform government-citizen interaction and has great potential to enhance citizens’ wellbeing. While researchers have studied DGT from the citizen perspective, very few studies have focused on the employee perspective. To address this gap, this empirical study examines how training influences government employees’ acceptance and adoption of new technologies in a large DGT project impacting around 2.4 million personnel of the Indian Railways. This study employed a quantitative survey method using a modified Unified Model of Electronic Government Adoption (UMEGA). Data from 349 Indian Railways officials were analyzed through Structural Equation Modelling (SEM) with AMOS/SPSS. Validating UMEGA and its modification with the inclusion of training as an antecedent factor, this study revealed that training plays a critical role in shaping employees’ acceptance and usage intention of DGT by impacting other antecedent factors. It also provides deeper insights into technology adoption and suggests new research avenues, such as exploring training as a key factor with potential subcomponents, mediating and moderating effects, and establishing training as an efficacy-enhancing intervention for practitioners.
... Regarding job performance, respondents were asked to rate their overall work performance on a scale from 'very bad' (1) to 'very good' (10), referring to Park and Rainey (2008). 9 This high-scoring scale is convenient for applying quantile-point regression models (Ishiguro, 2013). ...
... Park & Rainey (2008): In a study focusing on public sector employees in the United States, they found that job satisfaction is a strong predictor of professional commitment. The findings highlight that public employees who feel satisfied with their jobs, particularly in terms of autonomy and recognition, are more likely to show higher commitment to their profession (Park & Rainey, 2008). Job satisfaction significantly mediates the relationship between organizational culture and employee performance, suggesting that a positive work environment enhances job satisfaction, which in turn boosts professional commitment (Nora et al., 2023). ...
This literature review explores the relationship between job satisfaction and professional commitment among public sector employees, particularly civil servants (ASN). It synthesizes findings from studies conducted between 2010 and 2023 to identify key factors that influence job satisfaction and how these factors impact employees' commitment to their profession. Central themes include the role of leadership, work environment, organizational citizenship behavior, and emotional intelligence in shaping professional commitment. Findings reveal that a supportive work environment, strong leadership, and a healthy work-life balance significantly enhance job satisfaction, which in turn boosts professional commitment. Employees with high emotional intelligence and resilience tend to exhibit stronger commitment, even during crises, such as the COVID-19 pandemic. Furthermore, work-life conflict negatively affects job satisfaction, but employees with higher professional commitment are more likely to remain in their positions despite such challenges. The review highlights the importance of organizational policies that promote employee well-being, such as flexible working arrangements and mental health support. These measures can strengthen job satisfaction and foster long-term commitment, reducing turnover intentions. Future research should explore the long-term effects of job satisfaction on professional commitment across various public sector roles, with attention to different cultural and organizational contexts. The review emphasizes the need for holistic HR strategies to foster a resilient and committed workforce, ensuring sustained performance and employee retention in public sector organizations.
... Different leadership styles have distinct effects on PSM (Hameduddin & Engbers, 2022). Studies have shown associations between PSM and transformational leadership (Andersen et al., 2018;Caillier, 2015;Park & Rainey, 2008;Vandenabeele, 2014), ethical leadership (Wright et al., 2016), and servant leadership (Schwarz et al., 2016;Tuan, 2016), whereas adaptive and authentic leadership remain less explored. Therefore, this study examines these two less-researched leadership styles. ...
This study explores how adaptive and authentic leadership influence Public Service Motivation (PSM) and employee outcomes in Vietnam. Using structural equation modeling with 709 participants, we found that both leadership styles positively impact PSM. The bright and dark sides of PSM affect employees’ attitudinal and behavioral outcomes, with higher PSM linked to greater resilience and engagement, but also emotional exhaustion and lower withdrawal behavior. Furthermore, adaptive and authentic leadership indirectly affect emotional exhaustion through PSM sub-dimensions. These findings offer theoretical and practical contributions for public service organizations in Vietnam, emphasizing the importance of leadership in enhancing employee motivation and outcomes.
... Specific management actions that influence employee motivation and commitment were also supported in this study. In particular, organizational performance was enhanced by AOC, which was related to the provision of adequate training and resources as well as a positive work culture where supervisors provide positive feedback, support, opportunities for growth and advancement, and sufficient time and autonomy for employees to address opportunities and issues (e.g., Audenaert et al., 2021;Bassett-Jones & Lloyd, 2005;Lundberg et al., 2009;Park & Rainey, 2008). ...
Theoretically strategic planning improves management activities, employee motivations, and ultimately, organizational performance. Comprehensive interpretive planning, a form of strategic planning, also should theoretically assists organizations that provide interpretive services by identifying audiences, key stories, interpretive themes, and goals regarding visitor experiences. However, many in the field find both the process as well as products associated with strategic planning ineffective. This study sought to examine the influence of strategic planning on strategic management, and the influence of both on workplace conditions, employees’ organizational commitment, and organizational performance. We created an online questionnaire and administered it to all National Park Service (NPS) employees with Interpretation & Education responsibilities at any of the 424 NPS units in 2023. Results suggest that strategic plans are important both for employees’ commitment to the organization and for the organization’s overall performance. Results also suggest that strategic management activities, which include holding employee’s accountable for work tasks; regularly seeking to improve programs and services; collaborating with external stakeholders and partners; communicating clear job performance expectations and feedback; having clear goals and measuring performance toward these goals are also important for improving employees’ commitment to the organization and for overall performance. The implications for theory and practice are discussed.
... As discussed, PSM is an intrinsic motivation that may act as a moderating variable to influence innovative behavior regarding positive effectiveness and self-motivation. PSM positively influences innovative behavior (Bellé & Notes, 2014;Cho & Song, 2021;Kim & Rho, 2010;Park & Yun, 2022;Wright et al., 2012) through an association with transformational leadership (Jensen & Bro, 2018;Park & Rainey, 2008;Wright et al., 2012), Individuals with stronger internal motivation with PSM tend to pursue stronger innovative behavior (Bak & Yoo, 2023;Park & Yun, 2022) with creative ideas and resolutions. In a similar vein, the change management would produce persons with stronger PSM, leading them to engage in more innovative behavior. ...
This study aimed to analyze the factors affecting the innovative behavior of Korean public officials. To this end, it examined the relationship between transformational leadership and innova- tive behavior of public officials, the mediating effect of organi- zational change management, and the moderating effect of public service motivation (PSM) of public officials on transfor- mational leadership and change management. The results showed that transformational leadership and change manage- ment positively affected innovative behavior. Additionally, the mediating effect of change management was significant. However, PSM moderated only the relationship between change management and innovative behavior, not the relation- ship between transformational leadership and innovative behavior. It is recommended that organizations hire employees who have internalized PSM and can actively carry out innova- tive actions in accordance with the organization’s innovation direction, operation, and management guidelines reflecting the characteristics of the Korean public service sector. Furthermore, organizations can develop change management and provide training to cultivate their members’ PSM to institutionalize their innovative behavior. Finally, organizational executives who pre- pare long-term plans can benefit from the insights of external experts in the private sector who can carry out creative destruction rather than those in public service and dedicated to a single organization.
... 202 Other studies directly contrasted transformational and transactional leadership styles, and found that transformation leadership was more beneficial in supporting public service motivation. 203,204 A further study suggested that transformational leadership is only associated with increased public service motivations in situations where the values of the leader and follower are aligned. 205 ...
The Public Service Act requires that chief executives preserve, protect, and nurture the spirit of service that public servants bring to their work. There is extensive evidence on how the motivations of public servants differ from employees in other work settings. A spirit of service to the community is associated with multiple benefits, from effort to innovation to integrity. However, poorly targeted interventions can lead to reduced diversity, surface acting, cynicism, exploitation, and rule breaking. This paper canvasses many tactics that may help support a spirit of service to the community.
... As a result of this orientation, interest in PSM has increased recently, and numerous studies have emerged regarding the position of PSM in public organizations. Studies conducted have demonstrated direct or indirect relationship in various areas between PSM and factors such as work satisfaction (Andersen and Kjeldsen, 2013); work quality (Park and Rainey, 2008 Th is study, diff erent from previous ones, aims to reveal the role of EC in the relationship between MV and PSM. As a result of the fi ndings obtained in this context, the positive mediation eff ect of EC in the relationship between MV and PSM and the positive contribution of MV to EC are the main contributions added to the relevant literature. ...
Public service motivation and mission valence are two significant and up-to-date approaches to explaining the motivation of public employees. This study aims to demonstrate the role of ethical climate in both the relationship between public service motivation and mission valence and the motivation of public service employees by adding ethical climate. The research was carried out in public universities operating in Turkey. Data was collected from a total of 1415 participants consisting of academicians, administrative personnel, and administrators with an online questionnaire form. The data obtained was evaluated with the structural equation model in three different groups for academicians, administrative personnel, and administrators. Our findings primarily confirmed the positively significant relationship between mission valence and public service motivation previously demonstrated in the literature. Secondly, it was understood that mission valence affected ethical climate. Furthermore, the findings revealed that ethical climate for all three groups had a strong mediation effect between public service motivation and mission valence. In other words, ethical climate in organizations contributes to the internalization of the organization’s mission and the development of prosocial behavior.
... Employees with a higher level of PSM also exhibit higher levels of organizational citizenship behaviors (M.Podsakoff et al. 1990, Ritz et al. 2014) and a reduced turnover intention (Park and Rainey 2008). ...
... Nevertheless, despite the many theoretical linkages that have been proposed thus far (Vandenabeele 2007;Perry and Vandenabeele 2008;Park and Rainey 2008;Houston 2011;Andrews 2016), little empirical evidence exists on this promising relationship (with the notable exception of Breaugh et al. 2017). The purpose of this paper is therefore to address the empirical relationship between PSM and the various types of self-regulation outlined in the SDT framework. ...
... Social-psychological needs are shown to be universal across different cultures (Chen et al., 2015), and influential across a variety of domains (Lian et al., 2012;Park and Rainey, 2008;Rosen et al., 2014;Sheldon et al., 2013). Within the domain of cooperative governance, De Caro has conducted several lab experiments that replicated ecological social dilemmas, to observe how the organizational aspects of governance structures influence a set of five social-psychological needs: procedural justice, self-determination, security, belonging, and competence (DeCaro et al., 2021). ...
Online communities rely on effective management for success, and volunteer moderators are crucial for ensuring such governance. Despite their significance, much remains to be explored in understanding the relationship between community governance processes and moderators' psychological experiences. To bridge this gap, we conducted an online survey with over 600 moderators from Reddit communities, exploring the link between different governance strategies and moderators' needs and motivations. Our investigation reveals a contrast to conventional views on democratic governance within online communities. While participatory processes are associated with higher levels of perceived fairness, they are also linked with reduced feelings of community belonging and lower levels of institutional acceptance. Our findings challenge the assumption that greater democratic involvement unequivocally leads to positive community outcomes, suggesting instead that more centralized governance approaches can also positively affect moderators’ psychological well-being and, by extension, community cohesion and effectiveness.
... Finally, the primary goal of empowering leadership is to provide followers with autonomous and developmental support for their self-leadership and development (Amundsen & Martinsen, 2015). This sets it apart from transformational and charismatic leadership, which focuses on promoting group development through various efforts (Nielsen et al., 2019;Park & Rainey, 2008), empowering leadership emphasizes on empowering followers to exercise self-management (Cheong et al., 2019). We provide a summary of the conceptual differences between empowering leadership and some related leadership constructs in Appendix A. ...
The efficiency of decision‐making in public organizations is a key area of interest for public administration scholars. Drawing on upper echelons theory, this study examines how top managers' empowering leadership affects decision‐making speed and comprehensiveness in public organizations. Through a three‐wave questionnaire survey involving 1149 TMT members from 133 public organizations in China, we tested the proposed theoretical model and hypotheses. Our findings reveal that top manager empowering leadership positively and indirectly influences decision‐making speed and comprehensiveness in public organizations, and through its effects on TMT behavioral integration. Furthermore, TMT work style similarity and TMT cognitive diversity can enhance and weaken the mediating relationships, respectively.
Chinese Abstract
如何进行高质高效的战略决策是公共管理学者关注的重要话题。然而，从高层视角探讨公共组织有效决策过程的影响因素研究仍极度匮乏。基于高层梯队理论，本研究对来自中国教育部门高层管理团队的调查问卷进行数据分析，探讨了最高领导者授权型领导对公共组织决策速度和全面性的影响机制。结果表明，最高领导者授权型领导通过高管团队行动整合的中介作用对公共组织决策速度和全面性具有积极的间接影响，高管团队的工作方式相似性和认知多样性分别作为边界条件增强和削弱了上述中介关系。本研究为公共部门高层梯队理论与战略领导力研究做出了重要贡献。
... As an important trigger of individual PSM, leader-related factors have attracted extensive attention (e.g., Bellé 2014;Jensen, Andersen, and Jacobsen 2019;Schwarz, Eva, and Newman 2020). Dozens of studies have indicated that leadership (e.g., Liu et al. 2018;Miao et al. 2018;Park and Rainey 2008;Wright, Moynihan, and Pandey 2012), employee-leader relations (e.g., Camilleri 2007), leader status (e.g., Davis, Stazyk, and Klingeman 2020), and leader-member exchange (e.g., Ke, Yan, and Jiang 2020) all significantly affect employees' PSM. Although research on leader-related factors and PSM is well established and at least two recent studies of which we are aware have revealed that PSM may trickle down from a high level to a low level in a family context (Bednarczuk 2021;Chen et al. 2022), to the best of our knowledge, no studies have explored whether and how to realize the trickle-down effect of PSM in the public workplace (Chen and Liu 2021). ...
... Over the last two decades, research on the motivation of public employees has gained prominence in public administration research. Paying attention to employee motivation is relevant because it is important for work-related behaviours (Kumasey, Bawole & Hossain, 2016) and productivity (Park & Rainey, 2008). However, research has revealed that there a is significant motivational difference between public and private sector employees (Frank & Lewis, 2004;Houston, 2000). ...
There is a paucity of empirical studies comparing unidimensional and multidimensional measures of PSM in Sub-Saharan Africa. Data was collected from 350 respondents in 26 Ministries in Ghana and the model was estimated with structural equation modelling. The findings showed that the four-dimensional measure of PSM is not comparable to the unidimensional measure, however, a three-dimensional and unidimensional measure of PSM is comparable. The findings further suggest that there is no significant difference between the three-dimensional and unidimensional measures of PSM in predicting affective commitment and organisational citizenship behaviour. The study contributed to testing the multi-dimensional and uni-dimensional measures of PSM in an African context.
... Therefore, one of the best public virtue management practices for shaping SLBs' enforcement is through EL. Some forms of leadership such as transactional leadership may affect SLBs' behavior through external and rational incentives, but they will not lead to an orientation toward serving the public, and they also make it difficult to improve subordinates' satisfaction and identification with their work (Klijn et al., 2022;Park & Rainey, 2008). Although the public virtue approach framework's congruence aspect with EL draws attention to this leadership style, it should be noted that EL may not be the only option to cultivate the virtues of subordinates. ...
Public virtues can help street-level bureaucracies reflect and respond to the shortcomings in current public administration. According to the public virtue approach, this research identifies the key role of ethical leadership in improving the enforcement of street-level bureaucrats (SLBs). By promoting subordinates’ psychological empowerment, ethical leadership is significantly and positively correlated with facilitation, accommodation, and legal style. Public service motivation and organizational citizenship behavior moderate the above processes in diverse ways. This research calls for bringing public virtue back to street-level practices, and particularly for educating and encouraging the public sector about ethical leadership that will provide values, guidance, and empower SLBs to exercise virtue.
... Employees with a higher level of PSM also exhibit higher levels of organizational citizenship behaviors (M.Podsakoff et al. 1990, Ritz et al. 2014) and a reduced turnover intention (Park and Rainey 2008). ...
... Naff and Crum (1999) similarly demonstrated that PSM has a positive relationship with job satisfaction, performance, and the intention to remain in public office. Likewise, Park and Rainey (2008) showed that PSM influences job satisfaction, perceived performance, and turnover intention among U.S. federal officials. Due to intrinsic motivation, public sector workers are more content with their jobs than their private sector counterparts (Schneider & Vaught, 1993). ...
This study investigates the impact of public service motivation (PSM) on job satisfaction and organizational commitment while controlling for four types of organizational processes and individual attributes. Furthermore, it tests whether PSM is unique to public organizations by comparing public and private organizations. We use individual-level microdata from the “Survey on the Comparison of Public and Private Organizations in Korea” to address these issues. The sample for this survey, conducted by the Korea Institute of Public Administration (KIPA) in 2014, included 2,047 participants, consisting of 1,000 civil servants and 1,047 private sector employees. First, we find that PSM positively impacts job-related work outcomes such as job satisfaction and organizational commitment in both public and private organizations. Second, we show that public sector employees have significantly higher levels of PSM than their private sector counterparts. These results indicate the importance of PSM in public administration and have a policy implication that public organizations need to design effective methods to improve the PSM levels of their employees. Third, both PSM and organizational processes jointly influence job satisfaction and organizational commitment; however, their effects differ between the public and private sectors. In conclusion, our research confirms that PSM is a crucial determinant of public organization characteristics in the East Asian context, highlighting its significance for public administration.
... The first group encompasses institutional factors such as national policies and cultural norms, including policy environment, social norms, social culture, work ethics, and reciprocity norms [16][17][18][19][20][21]. The second group includes organizational factors such as leadership characteristics and the work environment [22,23], involving leader relational behavior, servant leadership, empowering leadership, transformational leadership, mission valence, organizational goal clarity, extrinsic rewards, organizational support, and organization-based self-esteem [24][25][26][27][28][29][30][31][32]. The third group comprises individual factors such as demographics, upbringing, and personal experiences, such as age, gender, personality traits, income, childhood experiences, parental education, and high school diversity [33][34][35][36][37][38][39][40][41][42]. ...
The United Nations has established 17 Sustainable Development Goals (SDGs) as a global initiative to achieve a more sustainable future. Within these goals, SDG16 emphasizes the significance of sustainable public sector management, which profoundly influences the accomplishment of other SDGs. Enhancing public service motivation is a critical element in advancing sustainable public sector management. This study explores the potential of mortality salience as an intervention to bolster public service motivation, aiming to provide valuable insights for SDG16. Specifically, the study investigates the varied effects of mortality salience on public service motivation using a survey experiment and employs machine learning techniques. The findings reveal a significant positive impact of mortality salience on public service motivation. Furthermore, this study highlights that this impact is more prominent in organizations characterized by high levels of servant leadership and extrinsic rewards, as well as low levels of organization-based self-esteem. These findings have practical implications for fostering sustainable public sector management in the post-COVID-19 pandemic era.
... PSM is a complex and exclusive notion with many dimensions, creating a barrier that makes it harder to explain the underlying psychological process (Park & Rainey, 2008). Perry and Wise (1990) describe PSM as an individual's tendency to respond to motivations embedded in public institutions and organizations. ...
... Sanctioning is about the specific punishment of mistakes, negative efforts, and performance deviations, or even the threat of negative consequences if poor performance does not improve. Transformational and transactional leadership styles are understood as distinct but not mutually exclusive concepts (Park & Rainey 2008). In another approach to categorize and systematize leadership styles, Ekvall and Arvonen (1994) distinguish between a production, task, and outcome oriented style, a change or transformation oriented style, and an employee or attention, dedication oriented leadership style. ...
Gen Z representatives from one Western and one Eastern European country were the subjects of an empirical study investigating leadership style preferences and effects of motivation and performance on leader preferences. Data from 131 Ukrainian and 157 Austrian Gen Z representatives were analyzed. Different dimensions of leadership were examined, including transactional/transformational leadership and production/employee/change orientation of leaders. The results show significant differences in expectations between cultures, and within different leadership styles. Generation Z representatives from collectivist cultures with high power distance, long-term orientation, and high uncertainty avoidance have higher expectations of their future leaders than those from individualistic countries with lower power distance, less long-term orientation, and low uncertainty avoidance. A higher level of work motivation leads to a higher relevance of transformational, transactional pecuniary, and transactional non-pecuniary leadership styles in a collectivist, uncertainty-avoiding country with high power distance (Ukraine), while there is no effect in an individualistic country with low uncertainty avoidance and low power distance (Austria). Also, higher levels of work motivation lead to more appreciation of employee / production / change orientation in Ukraine, but only to higher levels of employee orientation in Austria. High performers in Austria tend to accept transactional sanction-based leadership, while this is not the case in Ukraine. In general, generations that may be described as universally similar have different perceptions depending on the culture they grew up in. For business leaders, the study provides insights into Gen Z employees and their leadership expectations. Managers from different business sectors working with employees from different cultural backgrounds should be aware of their employees’ different expectations. Recruiters will eventually have a better understanding of which arguments regarding leadership their future employees prefer and can adjust their recruitment messages accordingly.
... positiva entre a necessidade de programas de desenvolvimento de lideranças públicas e programas de formação e de desenvolvimento de profissionais de gestão de pessoas, que sejam capazes de suportar um modelo de gestão de recursos humanos mais flexível e um modelo potente de altos dirigentes públicos.Respaldados pelo consenso geral entre a comunidade de pesquisa acadêmica de que uma boa liderança no setor público resulta em melhor desempenho organizacional, eficiência e produtividade (ORAZI, TURRINI E VALOTTI, 2013;VAN WART, 2013; FERNANDEZ, CHO E PERRY, 2010;PARK E RAINEY, 2008), vários países investiram e continuam se dedicando fortemente à formação de um sistema de altos dirigentes públicos. O desenvolvimento das capacidades que tem sido requerido para os dirigentes públicos demanda programas de desenvolvimento de lideranças mais sofisticados, que acionem 3 dimensões diferentes: i) conhecimentos e habilidades; ii) modificação de atitudes e valores(LONGO, 2003); e, iii) construção e fortalecimento de redes de colaboração. ...
Este trabalho analisa a atuação de facilitadores em programas de desenvolvimento de pessoas da Escola de Governo da Fundação João Pinheiro. Estes programas utilizam a perspectiva da aprendizagem significativa, conjugando diferentes metodologias de ensino aprendizagem que buscam mobilizar conhecimentos e habilidades para gerar mudança de hábitos e comportamentos. Nesta proposta, a figura do facilitador encontra amplo espaço de atuação como uma pessoa externa a um grupo que intervém de forma estruturada, apoiando os participantes a terem maior autonomia e efetividade em diferentes processos, como a resolução de problemas e o desenvolvimento individual de competências. Por meio de análise documental, pesquisa de campo e observação participante pôde-se concluir que os facilitadores atuantes nos programas têm trazido contribuições efetivas ao desenvolvimento dos participantes, sobretudo, no que se refere ao envolvimento, protagonismo e aquisição de conhecimento, além de ajudarem a estabelecer um espaço de confiança e fortalecimento de uma rede de colaboração. Há ainda a constatação de que o próprio facilitador consegue desenvolver-se, criando ou fortalecendo competências importantes para a sua atuação. Por outro lado, destacam-se alguns desafios a serem superados, tais como gerar o envolvimento de lideranças que não se engajam no processo, além de desafios pessoais como a dificuldade de conciliar as atividades de facilitador com as atividades profissionais, bem como alinhar com o grupo o papel do facilitador, diferenciando-o do papel do professor, já que ainda se trata de uma atuação inovadora em programas de desenvolvimento de pessoas.
... Leadership in public organizations has become a widely studied topic in the public management literature over the past decades (Vogel and Masal 2015;Van Wart 2013). Although leadership has traditionally been regarded as less important in public organizations (Rainey 2014), more recent studies have linked leadership with several desirable outcomes such as public service motivation (Park and Rainey 2008;Wright, Moynihan, and Pandey 2012), performance information use (Kroll and Vogel 2014), work quality , and ultimately performance (Bell e 2014; Jacobsen and Andersen 2015; Jacobsen et al. 2021). Furthermore, the interest in leadership as a research topic seems to rise (Knies, Jacobsen, and Tummers 2016). ...
Self-reported measures of leadership are widely used in public management research, but nonresponse bias poses a threat to the validity of these data. Although this measurement problem is acknowledged, it has received limited empirical attention because nonresponse bias is inherently challenging to study. To address this issue, we examine nonresponse bias among public managers by analyzing multilevel surveys of managers and employees in which we can compare employee ratings of leadership for both responding and nonresponding managers. Using 16,531 employee responses spread over six datasets from three countries, we find only limited evidence of nonresponse bias in managers’ self-reported leadership. Additional Bayesian analyses indicate that—overall—the data are indicative of the absence of substantial nonresponse bias. However, the results vary between datasets and call for more research on nonresponse bias in leadership research.
... Leadership is among the facilitating conditions of job satisfaction in the public sector, as meta-analytical evidence shows (Cantarelli, Belardinelli, and Bellé 2016). Previous studies have been preoccupied with the impact of transformational leadership on followers' job satisfaction (Asencio 2016;Park and Rainey 2008), but, so far, no prior work has investigated the association between paradoxical leadership and job satisfaction in the public sector. Given that public organizations offer a fruitful setting for paradoxical leadership because paradoxes are prevalent in the public sector, the positive outcomes of paradoxical leadership should also hold in this setting. ...
Although paradoxes are inherent to the public sector, few attempts have been made to better understand how to manage such competing yet interrelated demands effectively. This study examines how paradoxical leadership (i.e., leaders’ sense-giving about organizational paradoxes) affects follower outcomes. Based on two-wave survey data from German district offices, structural equation modelling reveals that paradoxical leadership positively influences followers’ job satisfaction and work engagement. Role ambiguity fully mediates the relationship between paradoxical leadership and perceived performance. Our study expands the nomological network of public leadership and advances the notion that paradoxes bear potentials for leadership in ambiguous public settings.
... Particularly in this regard, highly-qualified employees need to have autonomy. Park and Rainey (2008) suggest that autonomy improves employees' PSM by allowing employees to integrate rules with their values. Centralised decisionmaking structures may limit the participation of employees and lower their PSM (Paarlberg & Lavigna, 2010). ...
Employees’ complaints about the routinisation of jobs and a decrease in their autonomy have been cited as major reasons for employee turnover in government organisations. This study analyzes the relationship between job characteristics and public service motivation (PSM) to shed light on this issue. Employing an online survey completed by employees from Turkish Regional Development Agencies, we examined the effect of job characteristics on the PSM of highly-skilled employees. The results show that employees’ PSM is fostered when they use high-quality skills in implementing their duties. Autonomy, an employee’s self-direction to decide the methods and timing of work, is another important factor affecting PSM. We found that job redesign would foster PSM of highly-qualified employees.
... This makes leadership performance in the public sector significantly increased because leaders, as well as employees, are aware of their contributions not only for themselves but for the great meaning of the organization (Wright & Pandey, 2010). Wright et al. (2012) also reveal that transformational leaders contribute to organizational culture building and innovation, even when bureaucracy, administrative orders are dominant, the presence of a transformational leadership style is not obvious, but the leader is still willing to empower and guide employees, stimulating creativity and innovation (Park & Rainey, 2008). Research by Dariush et al. (2016) indicates that transactional leadership style also has a positive influence on the relationship. ...
Leadership style is considered one of the critical factors in employee engagement with the leader, the organization, and
the organization’s success. So far, there have been studies on the relationship between leadership style and employee
engagement. However, there has been no research on the relationship between leadership style and the engagement of civil
servants in Vietnam’s provincial public sector, which is a gap that needs to be researched. Therefore, this study examines the
relationship between three leadership styles, namely transformational leadership, transactional leadership, and laissez-faire
leadership concerning engagement to work and performance of public sector employees, and at the same time determines
the relationship of leadership styles with demographic variables and with employee engagement in the Vietnamese public
sector. The study data were collected from a convenient sample of leaders from the departmental level to the board of
directors, and the survey sample was also collected from employees in state agencies who were feedback by answering
questionnaires at a time. A total of 325 people, who are leaders and civil servants in the provincial public sector in Vietnam,
responded. SPSS statistical software version 26.0 was used to process the data obtained through surveying the opinions of
respondents in the leadership style questionnaire and the employee participation questionnaire. The results of the analysis
show that leadership styles are closely related to employee engagement. The study also discovered that the level of an
employee’s engagement to work depends largely on leadership style. Recommendations are made when a leader practices
the right leadership style to increase employee engagement and vice versa.
... This makes leadership performance in the public sector significantly increased because leaders, as well as employees, are aware of their contributions not only for themselves but for the great meaning of the organization (Wright & Pandey, 2010). Wright et al. (2012) also reveal that transformational leaders contribute to organizational culture building and innovation, even when bureaucracy, administrative orders are dominant, the presence of a transformational leadership style is not obvious, but the leader is still willing to empower and guide employees, stimulating creativity and innovation (Park & Rainey, 2008). Research by Dariush et al. (2016) indicates that transactional leadership style also has a positive influence on the relationship. ...
Leadership style is considered one of the critical factors in employee engagement with the leader, the organization, and the organization’s success. So far, there have been studies on the relationship between leadership style and employee engagement. However, there has been no research on the relationship between leadership style and the engagement of civil servants in Vietnam’s provincial public sector, which is a gap that needs to be researched. Therefore, this study examines the relationship between three leadership styles, namely transformational leadership, transactional leadership, and laissez-faire leadership concerning engagement to work and performance of public sector employees, and at the same time determines the relationship of leadership styles with demographic variables and with employee engagement in the Vietnamese public sector. The study data were collected from a convenient sample of leaders from the departmental level to the board of directors, and the survey sample was also collected from employees in state agencies who were feedback by answering questionnaires at a time. A total of 325 people, who are leaders and civil servants in the provincial public sector in Vietnam, responded. SPSS statistical software version 26.0 was used to process the data obtained through surveying the opinions of respondents in the leadership style questionnaire and the employee participation questionnaire. The results of the analysis show that leadership styles are closely related to employee engagement. The study also discovered that the level of an employee’s engagement to work depends largely on leadership style. Recommendations are made when a leader practices the right leadership style to increase employee engagement and vice versa.
This study empirically investigates the effects of public leadership (PL) on job performance (JP) and notes the mediating role of public service motivation (PSM) and the moderating role of environmental complexity (ENC) between PSM and JP. The research framework was tested using a survey of 211 civil servants working in Pakistan. The findings indicate significant positive effects of PL on JP. This relationship was partially mediated by PSM. Additionally, this study found that ENC negatively moderates the positive relationship of PSM and JP and dampens the effect of PSM on JP. The managerial implication of this study is to translate PSM into improved JP by reducing environmental complexities. Suggestions for future research are also presented.
Despite the increasing research attention devoted to transformational leadership in public administration, there is still concern over whether it is appropriate and effective in the public context. To answer the important question of whether and when transformational leadership is effective, this study meta-analytically reviewed transformational leadership research based on 70 primary studies that include 151 independent effect sizes from 718,601 participants. It was found that transformational leadership was significantly related to outcomes at both individual (motivations, attitudes, and behaviors) and organizational (performance and innovation) levels, and positively related to transactional leadership and leader-member exchange. Moderation analyses revealed that national cultural values and public/semipublic affiliation of the studied samples, as well as measurement scales of transformational leadership explained some of the transformational leadership-outcome relationship variations. Theoretical and practical implications are discussed.
Strategic management literature supposes that strategic planning and implementation processes can improve public administrations performance. However, there is little empirical evidence about this linkage and it could prevail a bureaucratic approach in strategic planning. Therefore, using one of the strategic management levers (the quality of performance measurement systems), the paper examined whether strategic planning and implementation processes of public universities actually improve organizational performance levels.
At first, the performance measurement systems of n. 29 Italian public universities were analyzed from 2011 to 2014.
By way of statistical methodologies (multiple regression analysis) it was examined the impact (through outcome indicators) of performance measurement systems on public universities performance.
The results show a little improvement in the quality of performance measurement systems of public universities in the period considered and a positive impact of strategic management on public universities results.
The aim of the research is to identify the factors which enable / restrain public managers’ learning from past experience.
The article draws upon research undertaken in Italian local governments after the last performance-based reform (2009). It gives evidence of the ways of learning in organizations characterized by a bureaucratic administrative culture, a political regime instability and ones that operate under financial stress conditions. These circumstances are common in many public administrations in the “era” of the global financial, economic and fiscal crisis.
We based our analysis on a cross-sectional data set and the research was carried out using an OLS model.
Besides the factors identified in the performance management literature which foster public managers’ learning, we found that the political regime stability produced positive effects on learning. Moreover, executives in municipalities characterized with an higher percentage of enforcement measures tended to be more aware of the importance of measuring and analyzing past performance in order to reduce further potential financial criticalities.
Ngày nay, việc vận dụng các phương pháp nghiên cứu khoa học trong kinh doanh không còn là chuyện riêng của các học viên cao học và nghiên cứu sinh đang theo đuổi các bậc học sau đại học, mà cả các doanh nghiệp cũng đang rất cần những kết quả nghiên cứu đáng tin cậy, để hỗ trợ ra quyết định ở tất cả các cấp, trong môi trường kinh doanh hội nhập toàn cầu, và cạnh tranh ngày càng gay gắt. Đòi hỏi kiến thức và kỹ năng kinh doanh, ngày nay, cần kết hợp với kiến thức và kỹ năng nghiên cứu khoa học, để hình thành nên lợi thế cạnh tranh bền vững, giúp cá nhân và doanh nghiệp vững bước đến tương lai. Học phần "Phương pháp nghiên cứu khoa học trong kinh doanh" giới thiệu phương pháp luận, cũng như những vấn đề về nghiên cứu thực nghiệm, cũng như những ứng dụng trong nghiên cứu thực nghiệm trong lĩnh vực xã hội, đặc biệt trong các lĩnh vực kinh doanh. Chính vì thế, mục đích của học phần này là để giúp cho học viên có cách tiếp cận phù hợp với việc vận dụng các kiến thức về phương pháp nghiên cứu khoa học trong bối cảnh kinh doanh hiện đại, đòi hỏi vận dụng nhiều thông tin từ các kết quả nghiên cứu hơn. Trong bối cảnh đó, giáo trình cao học "Phương pháp nghiên cứu khoa học trong kinh doanh-Cập nhật SmartPLS" được biên soạn nhằm đáp ứng nhu cầu học tập, trước hết của học viên, nghiên cứu sinh các ngành quản lý và kinh doanh nói chung, cùng những ngành có liên quan, cũng như đáp ứng nhu cầu tham khảo của độc giả, giới doanh nhân, và của những người đang làm việc liên quan đến các hoạt động kinh doanh hiện đại. "Phương pháp nghiên cứu khoa học trong kinh doanh-Cập nhật SmartPLS" là giáo trình cao học được biên soạn trên cơ sở kiến thức của học phần "Phương pháp nghiên cứu khoa học trong kinh doanh", có cập nhật ứng dụng mới nhất về SmartPLS, bao gồm 3 phần chính, 12 chương. • Phần I (Chương 1, 2, 3, 4): Tổng quan về nghiên cứu • Phần II (Chương 5, 6, 7, 8, 9): Một số vấn đề nghiên cứu thực nghiệm • Phần III (Chương 10, 11, 12): Một số ứng dụng nghiên cứu thực nghiệm Các chương được sắp xếp theo trình tự nội dung trước là luận cứ đưa đến nội dung sau. Cuối mỗi chương đều có câu hỏi ôn tập và thảo luận, để người đọc có thể tự giải quyết, nắm chắc nội dung đã trình bày trong chương. Người đọc, đặc biệt là nghiên cứu sinh, và học viên cao học, có thể sử dụng giáo trình đồng thời với sách chuyên khảo "Tránh và Khắc phục sai sót trong thực hiện luận văn Kinh doanh và Quản lý tại Việt Nam" để có thể vận dụng kiến thức tốt nhất khi thực hiện Luận án, Luận văn. Giáo trình cao học "Phương pháp nghiên cứu khoa học trong kinh doanh-Cập nhật SmartPLS" là sản phẩm từ quá trình làm việc nghiêm túc của nhóm tác giả, kết hợp với sự kế thừa, tiếp thu, tham khảo nhiều tài liệu khác nhau, trong nước, ngoài nước; cùng với kinh nghiệm giảng dạy nhiều năm, nhiều chương trình khác nhau ở nhiều trường, cũng như thực hiện các đề tài nghiên cứu cũng như thực tiễn có liên quan, đồng thời tham khảo kinh nghiệm thực tế của nhiều đồng nghiệp, học viên. Chúng tôi xin trân trọng cảm ơn những tác giả đi trước, nhất là các tác giả có tên trong danh mục tài liệu tham khảo cuối sách. Bên cạnh đó, chúng tôi xin gửi lời cảm ơn chân thành đến Hội đồng Khoa học và Đào tạo Học viện Hàng không Việt Nam đã tạo điều kiện, hỗ trợ chúng tôi hoàn thành giáo trình cao học. Chúng tôi xin cảm ơn gia đình, bạn bè, học viên, nghiên cứu sinh, doanh nghiệp đã nhiệt tình ủng hộ chúng tôi thực hiện giáo trình. Vì nguồn lực và thời gian có hạn, giáo
Gestores públicos têm sido cada vez mais demandados por uma atuação inovadora e de liderança no gerenciamento de equipes, promovendo engajamento para o alcance de resultados. Para desenvolver essas competências é importante ir além das exposições teóricas, avançando para a aprendizagem colaborativa e construção de soluções para desafios reais. Este artigo tem como objetivo apresentar a experiência da Fundação João Pinheiro na realização do Programa de Desenvolvimento de Gestores, uma ação de formação desenhada a partir da aprendizagem baseada em problemas. A metodologia utilizada neste trabalho foi um estudo qualitativo a partir de pesquisas bibliográficas e documentais, observação participante e aplicação de questionários.Na etapa de planejamento foi realizada uma pesquisa com os gestores sobre os principais desafios enfrentados. O resultado apontou as competências de liderança e engajamento, gestão de conflitos e comunicação como essenciais para o desenvolvimento gerencial. Após a identificação das competências prioritárias, 38 gestores foram divididos em 6 grupos para trabalhar os temas a partir de uma jornada de design thinking. Os grupos delimitaram os desafios, realizaram uma imersão coletando informações com os usuários, e participaram de exposições teóricas sobre as competências. Algumas propostas apresentadas pelos grupos foram priorizadas para implementação, como a realização de ações de comunicação para o retorno das atividades presenciais e a realização de oficinas de comunicação não violenta, tema que perpassa as três competências trabalhadas. Os resultados alcançados pelo programa foram além do desenvolvimento de competências, promovendo também a integração dos gestores e a implementação de propostas para desafios da instituição.
Purpose:
This study aims to explore how transformational leaders enhance public service employees’ growth satisfaction in the job and mitigate job stress and burnout, incorporating follower interpersonal communication satisfaction with the leader (IPCSL) as a mediator.
Design/methodology/approach:
On the basis of the survey data collected from the Indian public service employees, regression analysis, bootstrapping and SOBEL test are used to test the proposed research model.
Findings:
The findings highlighted a partial mediation of follower interpersonal communication satisfaction with leader between transformational leadership (TL) and public service employees’ growth satisfaction in the job. Although there was no significant direct effect of TL on job stress and burnout, the results underlined a significant indirect effect of follower IPCSL.
Originality/value:
By examining the important role of follower IPCSL, this study unravels the precise intervening mechanism between TL and follower affective outcomes like growth satisfaction in job, job stress and burnout among public service employees.
As a useful behavioral construct, the concept of motivation in public sector enterprises (PSEs) has piqued the interest of researchers and practitioners. Leaders in PSEs use this to motivate, attract, and retain employees. Indeed, Ritz and colleagues discover that among practitioner recommendations, one of the most frequently suggested interventions is the use of managerial and leadership practices to instill motivation among the employees in PSEs. The study aims to highlight the impact of leadership on motivation in PSEs. The study also explores the influence of leadership style on motivational outcomes in PSEs. Although there are single studies on leadership and motivation, little is known about how leadership and motivation interact in public sector enterprises (PSEs). The PRISMA protocol (preferred reporting items for systematic reviews and meta-analysis) is used in the study to systematically identify patterns in previous research. The study provides a comprehensive explanation of the state of leadership and motivation in public-sector enterprises.
This study deals with transformational leadership and leadership in state administration. The main goal was to find out the opinions of civil servants on leadership in their office according to socio-demographic variables (gender, region of Slovakia). The goal was also to find out and analyze the existence of statistical differences based on the mentioned socio-demographic variables. An author's questionnaire on transformational leadership was used to obtain empirical data. The respondents were state employees of district offices in Slovakia. The findings indicate that senior civil servants in district offices use elements of transformational leadership. Positive evaluation of their superiors prevails among civil servants. Despite this, there is considerable room for improvement among senior civil servants, especially in motivating subordinates.
Despite the growing literature that examines the determinants of turnover intention in the public sector, little effort has been made to systematize the findings from this scholarship. To address this research gap, this study conducts the first meta‐analysis of the literature on turnover intention among public sector employees. The meta‐analysis includes 249 effect sizes from 59 studies concerning the relationship between individual demographic variables, work environment characteristics, job characteristics, HRM practices, work motivation and work attitudes, and factors related to the external environment and turnover intention. It finds that predictors related to public employees’ job involvement, job exhaustion, job satisfaction, role ambiguity, affective organizational commitment, and participation in decision making are among the strongest predictors of turnover intention. In contrast, individual demographics predictors show small or negligible effects on turnover intention. This article is protected by copyright. All rights reserved.
The progress in information and data technology, the increasing share of the private sector in community service, the need to
manage human resources, the intense criticism against rigid bureaucratic structures, and the rising voice of citizens have made it
necessary to include leaders rather than managers in 21st century public institutions. Leaders are people who act in partnership
with their the employees and guide them, and who strive for their development and motivation through a vision. The power that
enables public employees to work in harmony with their free will to serve society is called public service motivation. One of the
most important factors that ensure the formation of this power is the behavior patterns that the employees take after their leaders.
As the behavior of the leaders differs according to the leadership types they implement, the question of which type of leadership
increases the willingness of public employees to serve the most has gained importance. Therefore, the aim of the study is to reveal
the effects of leadership types on public service motivation. After the analysis, it is concluded that charismatic leadership and then
transformational leadership are the leadership types that increase the level of public service motivation the most compared to other
leadership types. If the results of the research are taken into account by public leaders, an increase in the level of public service
motivation of public employees is expected.
Bilgi ve veri teknolojisindeki ilerleme, özel sektörün toplum hizmetinde artan payı, insan kaynaklarını yönetme ihtiyacı, katı
bürokratik yapılara karşı yoğun eleştiriler ve vatandaşın yükselen sesi, 21. yüzyıl kamu kurumlarında yöneticilerden ziyade lider
vasıflı kişilerin yer almasını gerekli kılmıştır. Liderler, çalışanları ile ortak hareket edip onları yönlendiren, vizyon oluşturarak
gelişimleri ve motivasyonları yönünde çaba sarf eden kişilerdir. Kamu çalışanlarının hür iradeleri ile topluma hizmet etmek için
uyum içinde çalışmalarını sağlayan güç ise kamu hizmeti motivasyonu olarak adlandırılır. Bu gücün oluşmasını sağlayan en önemli
etkenlerden biri de çalışanların liderleri tarafından gördükleri davranış biçimleridir. Liderlerin davranış biçimlerinin uyguladıkları
liderlik türlerine göre farklılaşması nedeniyle hangi liderlik türünün kamu çalışanlarının hizmet verme isteklerini en çok arttıran tür
olduğu sorusu önem kazanmıştır. Bu nedenle çalışmanın amacı, liderlik türlerinin kamu hizmeti motivasyonu üzerindeki etkilerini
ortaya koymaktır. Yapılan analizlerin ardından öncelikle karizmatik liderlik, ardından dönüşümcü liderliğin diğer liderlik türleri
arasından sıyrılarak kamu hizmeti motivasyonu düzeyini en çok arttıran liderlik türleri oldukları sonucuna ulaşılmıştır. Araştırma
sonuçlarının kamu liderleri tarafından dikkate alınması durumunda, kamu çalışanlarının kamu hizmeti motivasyonu düzeylerinde
artış beklenmektedir.
Based on seemingly overwhelming empirical evidence of the decremental effects of reward on intrinsic task interest and creativity, the use of reward to alter human behavior has been challenged in literature reviews, textbooks, and the popular media. An analysis of a quarter century of research on intrinsic task interest and creativity revealed, however, that (a) detrimental effects of reward occur under highly restricted, easily avoidable conditions; (b) mechanisms of instrumental and classical conditioning are basic for understanding incremental and decremental effects of reward on task motivation; and (c) positive effects of reward on generalized creativity are easily attainable using procedures derived from behavior theory.
In this study 629 public and private sector employees ranked 15 motivational factors according to both their relative desirability and the degree to which they are being received on the job. Significant similarities are found between what motivates the two sectors at the supervisory level, with dramatic differences evident at the nonsupervisory level. Interestingly, the ethic of public service as a motivator ranks much higher among private sector employees than it does among public sector ones; analysis suggests a possible connection between this finding and the prevalence of "employee as volunteer" programs in the private sector sample. Statistical analysis provides strong evidence of a blurring between the two sectors on several key issues.
The goal of this study was to examine the effects of transformational leadership behaviors, within the context of Kerr and Jermier’s (1978) substitutes for leadership. Data were collected from 1539 employees across a wide variety of different industries, organizational settings, and job levels. Hierarchical moderated regression analysis procedures generally showed that few of the substitutes variables moderated the effects of the transformational leader behaviors on followers’ attitudes, role perceptions, and “in-role” and “citizenship” behaviors in a manner consistent with the predictions of Howell, Dorfman and Kerr (1986). However, the results did show that: (a) the transformational leader behaviors and substitutes for leadership each had unique effects on follower criterion variables; (b) the total amount of variance accounted for by the substitutes for leadership and the transformational leader behaviors was substantially greater than that reported in prior leadership research; and (c) several of the transformational behaviors were significantly related to several of the substitutes for leadership variables. Implications of these findings for our understanding of the effects of transformational leader behaviors and substitutes for leadership are then discussed.
As instrumental rewards become more scarce under general government retrenchment, public employers need to rely more heavily on intrinsic rewards as a basis for employee performance. This paper examines the impact of job security, recognition for the public service and changes in agency staffing on one an important intrinsic reward, organizational involvement. Analysis of variance and multiple regression are used to explore these relationships; the data are based on a 1982 survey of 484 federal, state, and local government employees in Kansas and Missouri. The results suggest a generally overlooked resource for enhancing organizational involvement, public service recognition. The research indicates that the sense of recognition accorded to the public service has a strong influence on the employee's job involvement, with higher level employees exhibiting more sensitivity to recognition than lower level employees. In contrast, job security and changes in staffing levels demonstrate only modest impacts on employees' involvement.
This article examines the relationship between red tape and public-service motivation. Using a recent national survey of public managers in various state health and human service organizations, the authors examine whether perceptions of red tape are determined by differences in the level of public-service motivation. Across a variety of dependent measures, the results showed a consistent linkage between managerial perceptions of red tape and public-service motivation. Managers reporting higher levels of public-service motivation were less likely to perceive high levels of red tape. Among the dimensions of public-service motivation, attraction to public policy making provided the greatest influence on perceptions of red tape.
Several studies over the past two decades have presented varying degrees of evidence that an increased motive to serve the public good is prevalent in the public sector workforce. A widely accepted and measurable construct for public service motivation could have ramifications for public personnel managers in a number of key areas. This paper reviews the current literature on public service motivation (PSM) theory and examines how this desire to make a difference might e harnessed as a motivational force for human resource managers. The prevalence of PSM in the nonprofit sector is also explored as a means of broadening the current public-private dichotomy.
Perry and Wise (1990) argued that people with high public service motivation (PSM) are more likely than others to choose government jobs, to perform better on the job, and to respond more to nonutilitarian incentives once in government. Using multiple regression and logit analyses on responses by 35,000 federal, white-collar employees to the 1991 Survey of Federal Employees and the 1996 Merit Principles Survey, this article tests the link between PSM and job performance in the federal service. There is mixed evidence on whether PSM positively affected grades and performance ratings, clearer evidence that employees who expected to receive a material reward for exceptional performance attained higher grades and performance ratings, and no evidence that the link between material rewards and performance mattered any less to those with high PSM.
The public administration literature has long emphasized the distinctive character of motives associated with public institutions.
The recent development of a public service motivation (PSM) construct and an instrument to measure it opens the way for systematic
empirical research. This study investigates the relationship of PSM to five sets of correlates: parental socialization, religious
socialization, professional identification, political ideology, and individual demographic characteristics. The results generally
confirm the hypotheses, but several anomalies were identified. The findings suggest that research using the PSM construct
can be fruitful for understanding motivation. Among the directions for further research are studies of the influences of educational
and bureaucratic socialization on PSM and the affects of PSM on individual and organizational behavior.
More than a decade ago, Perry and Wise popularized the concept of public service motivation. Yet today, still little is known about public employees with high levels of public service motivation. This study sought to fill this gap in the literature by investigating the relationship that exists between public service motivation and the personal characteristics, management level, and monetary preferences of public employees. The findings reveal that public service motivation is significantly related to the gender, education level, management level, and monetary preferences of public employees. The implications of this study and areas of future research are discussed.
This cross-sectional study reports the similarities and differences between three age cohorts of public employees—Generation X, Baby Boomers and Matures—on 15 motivational factors. While substantial differences are broadly observed between the generations outside the public sector organizational context, these age-based categories of public employees are nearly identical in the governmental workplace. The few differences found can be ascribed to life and career stages as opposed to cohort-specific sociological influences. The principal implications for recruiting, motivation, training, retention, and human resource processes are discussed.
Transformational leaders are postulated to be responsible for performance beyond ordinary expectations as they transmit a sense of mission, stimulate learning experiences, and arouse new ways of thinking. Transactional leaders achieve performance as merely required by the use of contingent rewards or negative feedback. Previous research has shown that subordinates' perceptions of transformational leadership add to the prediction of subordinates' satisfaction and effectiveness ratings beyond that of perceptions of transactional leadership. The present study replicates the previous augmentation effects using subordinates' effectiveness ratings but was unable to confirm the augmentation hypothesis with independently attained superiors' evaluations as the criteria because of smaller sample size, although trends in the correlations were in the hypothesized direction. Transformational leadership obtained from their subordinates' ratings significantly differentiated top performing managers (identified as such through other sources) from ordinary managers as hypothesized. Results are discussed as they relate to a domestic work force that is becoming better educated and is more concerned about interesting work and self-development. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Used measures of leadership, locus of control, and support for innovation to predict the consolidated-unit performance of 78 managers. Results reveal that 3 transformational-leadership measures were associated with a higher internal locus of control and significantly and positively predicted business-unit performance over a 1-yr interval. Transactional measures of leadership, including contingent reward and management by exception (active and passive), were each negatively related to business-unit performance. Causal relationships between the transformational-leadership behaviors and unit performance were moderated by the level of support for innovation in the business unit. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Conducted 2 laboratory and 1 field experiment with 24, 24, and 8 undergraduates to investigate the effects of external rewards on intrinsic motivation to perform an activity. In each experiment, Ss performed an activity during 3 different periods, and observations relevant to their motivation were made. External rewards were given to the experimental Ss during the 2nd period only, while the control Ss received no rewards. Results indicate that (a) when money was used as an external reward, intrinsic motivation tended to decrease; whereas (b) when verbal reinforcement and positive feedback were used, intrinsic motivation tended to increase. Discrepant findings in the literature are reconciled using a new theoretical framework which employs a cognitive approach and concentrates on the nature of the external reward. (26 ref.) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
A pretest-posttest control-group design (
N = 20) was used to assess the effects of transformational leadership training, with 9 and 11 managers assigned randomly to training and control groups, respectively. Training consisted of a 1-day group session and 4 individual booster sessions thereafter on a monthly basis. Multivariate analyses of covariance, with pretest scores as the covariate, showed that the training resulted in significant effects on subordinates' perceptions of leaders' transformational leadership, subordinates' own organizational commitment, and 2 aspects of branch-level financial performance. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Previous research has consistently shown little relationship between job satisfaction, job attitudes, and performance for individuals, but little work has investigated these relationships at the organizational level of analysis. This study investigated the relationship between employee satisfaction, other job-related attitudes (commitment, adjustment, and psychological stress), and organizational performance. Organizational performance data were collected for 298 schools; employee satisfaction and attitude data were collected from 13,808 teachers within these schools. Correlation and regression analyses supported the expected relationships between employee satisfaction/attitudes and organizational performance. Implications of these findings are discussed. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The contingent rewards subscale of the Multifactor Leadership Questionnaire (MLQ) was examined in an attempt to theoretically explain recent empirical results linking contingent rewards to transformational rather than transactional leadership. In Study 1, we supported the proposal that the items in the contingent rewards subscale represented two separate factors, an explicit and an implicit psychological contract. In addition, the implicit factor loaded with other transformational subscales and the explicit factor loaded with other transactional subscales. We confirmed these results in Study 2, and supported other hypotheses from transformational leadership theory using the contingent rewards revision. Implications for the transformational leadership construct are discussed. Copyright © 2001 John Wiley & Sons, Ltd.
This article reviews the mainstream leadership literature and its perennial debates and compares it to the public-sector (administrative) leadership literature. The mainstream leadership literature fully articulated the transformational models in the 1980s and began the serious work of integrating transactional and transformational types of leadership into comprehensive models in the 1990s. Many have considered this to be a major advance over the field's previous fragmentation and excessively narrow focus. This integration has not been reflected in the public-sector literature, in which the normative debates about what leaders should do has received most of the attention in the last decade. Although many types of leadership in the public sector have been discussed extensively, such as leadership by those in policy positions and working in community settings, administrative leadership within organizations has received scant attention and would benefit from a research agenda linking explicit and well-articulated models with concrete data in public-sector settings.
Over the past 30 years, many social psychologists have been critical of the practice of using incentive systems in business, education, and other applied settings. The concern is that money, high grades, prizes, and even praise may be effective in getting people to perform an activity but performance and interest are maintained only so long as the reward keeps coming. Once the reward is withdrawn, the concern is that individuals will enjoy the activity less, perform at a lower level, and spend less time on the task. The claim is that rewards destroy people's intrinsic motivation. Widely accepted, this view has been enormously influential and has led many employers, teachers, and other practitioners to question the use of rewards and incentive systems in applied settings. Contrary to this view, the research by Cameron and Pierce indicates that rewards can be used effectively to enhance interest and performance.
The book centers around the debate on rewards and intrinsic motivation. Based on historical, narrative, and meta-analytic reviews, Cameron and Pierce show that, contrary to many claims, rewards do not have pervasive negative effects. Instead, the authors show that careful arrangement of rewards enhances motivation, performance, and interest. The overall goal of the book is to draw together over 30 years of research on rewards, motivation, and performance and to provide practitioners with techniques for designing effective incentive systems.
I: Background.- 1. An Introduction.- 2. Conceptualizations of Intrinsic Motivation and Self-Determination.- II: Self-Determination Theory.- 3. Cognitive Evaluation Theory: Perceived Causality and Perceived Competence.- 4. Cognitive Evaluation Theory: Interpersonal Communication and Intrapersonal Regulation.- 5. Toward an Organismic Integration Theory: Motivation and Development.- 6. Causality Orientations Theory: Personality Influences on Motivation.- III: Alternative Approaches.- 7. Operant and Attributional Theories.- 8. Information-Processing Theories.- IV: Applications and Implications.- 9. Education.- 10. Psychotherapy.- 11. Work.- 12. Sports.- References.- Author Index.
This experimental study examined the causal effects of transformational and transactional leadership and the mediating role of trust and value congruence on follower performance. A total of 194 student participants worked on a brainstorming task under transformational and transactional leadership conditions. Leadership styles were manipulated using two confederates, and followers' performance was evaluated via three measures-quantity, quality, and satisfaction. Results, based on path analyses using LISREL, indicated that transformational leadership had both direct and indirect effects on performance mediated through followers' trust in the leader and value congruence. However, transactional leadership had only indirect effects on followers' performance mediated through followers' trust and value congruence. Implications of these results for future research on leadership are provided. Copyright (C) 2000 John Wiley & Sons, Ltd.
Introduction This chapter has twin aims. First, I address the important matter of measuring organizational performance and argue that it is a socially-constructed concept; thus, all measures of performance are subjective. I then propose a framework to evaluate such measures. This framework consists of three criteria: validity, reliability, and sensitivity. A perceptual measure of organizational performance is introduced, and this measure is shown to satisfy these criteria as well or better than most measures. However, perceptual measures are vulnerable to common source and related bias. Two ways to assess the viability of this threat are suggested and demonstrated. Second, this perceptual measure of organizational performance is utilized in an empirical analysis. I test a hybrid model that predicts organizational performance in the twenty-two largest federal agencies using data from the 2000 Merit Principles Survey, US Merit Systems Protection Board. This model features supervisory management and several related constructs as prominent variables. The findings show that management matters a great deal. Frontline supervisors play an important role in organizational performance, and supervisory management is an important determinant of high performance in federal agencies. High performing agencies also tend to have skillful upper-level managers, strong cultures that value employees and emphasize the importance and meaningfulness of the agency's work, and policies that empower those employees. These agencies also tend to have a strong performance orientation, and they strive for workforce diversity.
This article addresses the issue of public sector motivation. Essentially, do public sector employees elicit different motives regarding their work expectations in contrast to people working in the private sector? For instance, do public sector employees have a higher need to serve the public and a lower need for monetary rewards? This article explores the conceptual and theoretical basis for public sector motivation and then reports the results of a small empirical study that tests hypotheses derived from these constructs. Our findings suggest that if public sector motivation does exist, that its effect on employee behavior and attitudes toward work expectations and personal goals is negligible at best.
Is there public-service motivation? In comparison to private employees, are public employees more likely to value extrinsic rewards over intrinsic rewards? Utilizing data from the General Social Survey, public- and private-sector workers are compared with regard to the incentives that they value most highly in a job. This study contributes to the research literature on the difference between public and private employees by providing a multivariate analysis of survey data collected using a national sampling frame. Logistic regression results indicate that public employees are more likely to place a higher value on the intrinsic reward of work that is important and provides a feeling of accomplishment. Additionally, private-sector workers are more likely to place a higher value on such extrinsic reward motivators as high income and short work hours. These findings suggest that public-service motivation does exist. Individuals employed in public organizations value different motives than those employed in private organizations.
The correlational literature concerning the relationships between individual job satisfaction and individual performance was analyzed, using the meta-analysis techniques of Hunter, Schmidt, and Jackson (1982). Higher and more consistent correlations between overall job satisfaction and performance were indicated than those previously reported. Relationships between JDI measures of job satisfaction and performance were not as high or as consistent as those found between overall job satisfaction and performance.
Patriotism, as the love of one's country, is an important but insufficient motivation for public servants in a democratic society. By contrasting the behavior of Danish bureaucrats with Nazi bureaucrats in World War II, a more adequate understanding of democratic patriotism can be obtained. It must be founded upon a knowledge of, and belief in, democratic values. But more is required, since public servants must guarantee those rights to others under all conditions. It requires the intentional inculcation, and practice of, benevolence-which is the extensive and non-instrumental love of others. We have termed this "the patriotism of benevolence" and argue that it must be the primary motivation of public servants in the United States.
The study attempts to relate the organizational commitment of lower-level employees to organizational effectiveness in organizations offering bus services. Organizational commitment was found to be associated with organizational adaptability, turnover, and tardiness rate, but not with operating costs or absenteeism. Two subscales were constructed to measure value commitment and commitment to stay in the organization. Few significant differences were found between the subscales, as they relate to various indicators of organizational effectiveness, and the overall pattern suggested the need to avoid simplistic assumptions about the impact of commitment on organizationally relevant behavior.
Over the last decade and a half, the topic areas of charismatic and transformational leadership in organizational settings have undergone a significant evolution in terms of both theory development and empirical investigations. As a result, our knowledge about these leadership forms has deepened, and there are several dominant theories that are now established paradigms in the leadership field. At the same time, despite advances, there are numerous dimensions of these leadership forms about which we still know very little. Given this moment in the field's evolution, it is only appropriate that we take stock of where we have been and where we need to go into the future. We therefore provide an overview of the evolution of charismatic and transformational leadership in organizations. We examine progress along the following dimensions: 1) leader behaviors and their effects; 2) follower dispositions and dependency dynamics; 3) contextual factors; 4) institutionalization and succession forces; and 5) the liabilities of charismatic and transformational leaders.
Cameron and Pierce’s (1994) conclusion that rewards do not pose a threat to intrinsic motivation is a misrepresentation of the literature based on a flawed meta-analysis. Their call to abandon cognitive evaluation theory is more an attempt to defend their behaviorist theoretical turf than a meaningful consideration of the relevant data and issues.
Considerable research has asked whether public sector employees have different values and respond to different incen tives than private sector employees Recently, Jim Perry developed a scale designed to measure this construct, which he calls "public service motivation " We examine the relationship between public service motivation and federal employ ees' attitudes and behavior by examining responses of nearly 10, 000 federal employees to a recent survey Even though the survey only contained a subset of Perry's scale, we found significant relationships between public service motivation and federal employees' job satisfaction, performance, intention to remain with the government, and support for the government's reinvention efforts
A growing consensus among administrators and academic researchers is that merit pay based on individual performance has failed in the public sector. At the same time, however, governments continue to express support for the merit pay concept. This article reviews the theoretical foundation and proposed advantages of merit pay systems, then identifies the four most critical problems associated with merit pay practices in the public service.
Recent years have seen increasing concerns in the public administration community that declining pay and increasing bureaucrat bashing have seriously damaged both the morale and quality of the civil service, making it difficult to recruit or retain excellent employees. Much of the evidence has been impressionistic, however. Using data from surveys by the Federal Executive Institute Alumni Association, the National Opinion Research Center, the U.S. Office of Personnel Management, and the U.S. Merit Systems Protection Board, this article finds little evidence of a major decline in federal employee satisfaction over the past decade.
This article proposes a new model for understanding leadership in the public sector. The integrative approach to leadership focuses on how leaders choose, promote, institutionalize, and use public management systems, and reform those in time. Using data from a 50-state survey, this article explores the role of integrative leadership in one of the most popular reforms of government in recent years, managing for results. The findings suggest that leadership does indeed matter to the use of performance information in decision making and offer insights into how and when leadership matters.
Prior research suggests that both transformational leadership and anonymity may affect creativity in groups using group decision support systems to generate ideas. A laboratory study examined effects of high and low levels of transformational leadership on group creativity under anonymous and identified electronic brainstorming conditions. Four measures of group creativity were used: fluency, flexibility, originality, and elaboration (Torrance, 1965). Results indicated that groups working under higher levels of transformational leadership generated more idea elaborations and original solutions than groups working under lower levels of transformational leadership. Anonymous groups were more flexible in generating ideas than identified groups. Results also indicated a significant Leadership Style x Anonymity interaction for flexibility.
This study used a 2 (transformational vs. transactional leadership) × 2 (real vs. nominal group) experiment to examine the effect of different leadership styles and brainstorming conditions on group members' divergent thinking. Participants performed a brainstorming task, and their performance was assessed using fluency and flexibility. Results clearly supported the hypotheses in that the participants in the transformational leadership condition and in the nominal group condition outperformed their counterparts in the transactional leadership condition and in the real group condition. This pattern was consistent across the 2 measures of creativity.
In this study, meta-analytic procedures were applied to determine the gen- eralizability of the relationship between job satisfaction and intent to leave. The results were consistent with the hypotheses: The relationship between job satisfaction and intent to leave was significantly different from zero and consistently negative. Furthermore, across levels of job satisfaction, employees from a large U.S. federal agency were less likely than employees within the private sector to leave the organization. Subsequent analyses on the federal agency studies showed that career stage indicators (age and tenure) moderated the relationship between job satisfaction and intent to leave.
Reviews the books, Using LISREL for structural equation modelling: A researcher’s guide and Principles and practice of structural equation modelling by E. Kevin Kelloway (see record 1998-08130-000) and Principles and practice of structural equation modelling by Rex B. Kline (see record 1998-02720-000). Structural equation modeling (SEM) is one of the most rapidly growing analytic techniques in use today. Proponents of the approach have virtually declared die advent of a statistical revolution, while skeptics worry about the widespread misuse of complex and often poorly understood analytic methods. The two new books under review are therefore timely. Both are valuable, but differ in important ways. Kevin Kelloway's book is directed at the researcher with little knowledge of structural equation modeling and is intricately linked to one of the more popular structural equation modeling programs, LISREL. For researchers keen to begin analyzing data quickly, this book is an invaluable resource that will speed one's introduction to SEM. On the other hand, the volume written by Rex Kline represents one of the most comprehensive of available introductions to the application, execution, and interpretation of this technique. The book is written for both students and researchers who do not have extensive quantitative background. It is especially attentive to quantitative issues common to most structural equation applications. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Research generally indicates that public employees “talk the talk,” but do they also “walk the walk” of the public service
motive (PSM)? Are public service employees more likely than others to engage in public service activities? The behavioral
implications of PSM are addressed by studying the involvement in charitable activities of public, nonprofit, and private workers.
Using data from the 2002 General Social Survey, multivariate logistic regression models are estimated to examine self-reported
gifts of time, blood, and money to charitable organizations. It is found that government employees are more likely to volunteer
for charity and to donate blood than for-profit employees are. Additionally, nonprofit workers are also more likely than their
for-profit counterparts to volunteer. However, no difference is found among public service and private employees in terms
of individual philanthropy. These findings generally lend support for the hypothesis that PSM is more prominent in public
service than in private organizations, especially as it pertains to government personnel.
We developed and tested a model in which adolescents who perceive their parents exhibiting transformational leadership behaviors would themselves display these behaviors. In turn, adolescents who used transformational leadership behaviors in a team context (as rated by themselves, their peers, and their coach) would be rated as more effective, satisfying, and effort-evoking leaders by their peers and coaches. Participants were 112 high school students (mean age = 15.2 years) who were members of 11 sports teams, and their team coaches. Controlling for the effects of adolescents' skills, results obtained using structural equation modeling supported the predicted model. Conceptual and empirical issues regarding the development and effects of transformational leadership in adolescents are discussed.
Examined the effects of transformational leadership behaviors (TLBs) within the context of S. Kerr and J. M. Jermier's (1978) 13 substitutes for leadership (SFLs). Data on leader behaviors, job attitudes, and role perceptions were collected from 1,539 employees, with matching performance collected for 1,200 of them from their managers. Ss were employed across a variety of industries, organizational settings, and job levels. Hierarchical moderated regression analysis showed that few of the SFLs moderated the effects of the TLBs on followers' attitudes, role perceptions, and in-role and citizenship behaviors as predicted by J. P. Howell et al (see record 1986-16012-001). However, TLBs and SFLs each had unique effects on follower criterion variables. Total variance accounted for by TLBs and SFLs was greater than reported in previous research, and several of the TLBs were related to several of the SFLs.
Contrasts transactional (TS) and transformational (TF) leadership styles and the results that are obtained when managers select each approach. TS leadership involves changes in degree or marginal improvement that can be seen as the result of leadership that is an exchange process—a transaction in which subordinates' needs are met if their performance measures up to explicit or implicit contracts with the leader. It is argued that leadership is more effective if TF leadership is added to the manager–employee relationship. The TF leader induces additional effort by directly increasing the follower's confidence as well as by elevating the value of outcomes through expanding his/her transcendental interests and level or breadth of needs in A. Maslow's hierarchy of needs. Evidence of TF leadership and its effects at various levels in industrial and military organizations is presented; data were from 70 senior executives, 176 senior US Army officers, 256 business managers, 23 educational administrators, and 45 professionals. Charisma is the most important component in the larger concept of TF leadership; it is also one of the elements separating the ordinary manager from the true leader in organizational settings. Charismatic leaders have great referent power and influence. TF leaders may arouse their followers emotionally and inspire them to extra effort and greater accomplishment. As subordinates become competent with the TF leader's encouragement and support, contingent reinforcement may be abandoned in favor of self-reinforcement. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The decline in public confidence in American institutions has taken a particularly heavy toll on the civil service. In calling for a recommitment of Americans to the values associated with public service, political leaders assume that such motives can be translated into effective and efficient bureaucratic behavior. Evidence regarding the strength of public service motives, however, is limited. This article reviews different theories for public service motivation and identifies a typology of motives associated with public service that includes rational, norm-based, and affective motives. Three propositions are put forward that describe the behavioral implications of public service motivation. The authors conclude that past research offers, at best, a poor understanding of the way to stimulate individual behavior in public organizations, and they call for more empirical research and theory development pertaining to the motivational bases of public service.
This experimental study examined the causal effects of transformational and transactional leadership and the mediating role of trust and value congruence on follower performance. A total of 194 student participants worked on a brainstorming task under transformational and transactional leadership conditions. Leadership styles were manipulated using two confederates, and followers' performance was evaluated via three measures—quantity, quality, and satisfaction. Results, based on path analyses using LISREL, indicated that transformational leadership had both direct and indirect effects on performance mediated through followers' trust in the leader and value congruence. However, transactional leadership had only indirect effects on followers' performance mediated through followers' trust and value congruence. Implications of these results for future research on leadership are provided. Copyright © 2000 John Wiley & Sons, Ltd.
This study investigated differences in general values, work values and organizational commitment among 549 private sector, public sector, and parapublic sector knowledge workers. No differences in general values were observed across sectors, although five significant work value differences were revealed: parapublic employees value work that contributes to society more than public servants, who value it more than private sector employees; parapublic employees value opportunities for advancement less than both public and private sector employees; public servants value intellectually stimulating and challenging work more than parapublic employees; and private sector employees value prestigious work more than public servants. Private sector employees displayed greater organizational commitment than the employees in the other two sectors. Overall, the findings suggest only limited value differences among employees of the various sectors. The finding of some work value differences between employees in the public and parapublic sectors suggests that these two groups merit separate consideration in comparative studies such as this one.
A Monte Carlo simulation examined the performance of 4 missing data methods in structural equation models: full information maximum likelihood (FIML), listwise deletion, pairwise deletion, and similar response pattern imputation. The effects of 3 independent variables were examined (factor loading magnitude, sample size, and missing data rate) on 4 outcome measures: convergence failures, parameter estimate bias, parameter estimate efficiency, and model goodness of fit. Results indicated that FIML estimation was superior across all conditions of the design. Under ignorable missing data conditions (missing completely at random and missing at random), FIML estimates were unbiased and more efficient than the other methods. In addition, FIML yielded the lowest proportion of convergence failures and provided near-optimal Type 1 error rates across both simulations.
There has been conspicuously little research concerning missing data problems in the applied psychology literature. Fortunately, other fields have begun to investigate this issue. These include survey research, marketing, statistics, economics, and biometrics. A review of this literature suggests several trends for applied psychologists. For example, listwise deletion of data is often the least accurate technique to deal with missing data. Other methods for estimating missing data scores may be more accurate and preserve more data for investigators to analyze. Further, the literature reveals that the amount of missing data and the reasons for deletion of data impact how investigators should handle the problem. Finally, there is a great need for more investigation of strategies for dealing with missing data, especially when data are missing in nonrandom or systematic patterns.
This study contributes to our understanding of the differences in work motivation between the public and private sectors. Data from a survey of 3,314 private sector and 409 public sector employees in Belgium strongly confirm previous research showing that public sector employees are less extrinsically motivated. Differences in hierarchical level are more important determinants of work motivation than sectoral differences. In addition, most observed differences can be wholly or partially explained by differences in job content, not by the sector itself. Evidence is presented to show that motivational differences can be explained by a positive choice of work–life balance.
This study advances our understanding of employee work motivation and performance in the public sector by reinterpreting the literature on public service motivation within the psychological framework of goal theory. An empirical test of this new framework suggests that goal theory provides a strong theoretical foundation for understanding the independent contributions of task, mission, and public service to employee work motivation and performance. The importance of an organization’s mission increases employee work motivation in the public sector by making the job more important, even after controlling for the effect of performance-related extrinsic rewards.