Pulling the Levers: Transformational Leadership,Public Service Motivation,and Mission Valence

This article contributes to our understanding of public service motivation and leadership by investigating ways in which organizational leaders can reinforce and even augment the potential effects of public service motivation on employees’ attraction to the organization’s mission (mission valence). The results contribute to two research questions. First, the findings provide new evidence on the sources of public service motivation. The authors find that transformational leadership is an organizational factor associated with higher public service motivation. Second, the article examines the relationship between transformational leadership and mission valence. The authors find that transformational leadership has an important indirect effect on mission valence through its influence on clarifying organizational goals and fostering public service motivation.     

Regulating Public Services: How Public Managers Respond to External Performance Assessment

Performance management systems have become a key component of contemporary public administration. However, there has been only limited analysis of the social construction of performance by public managers who are subject to them. This article examines the ways in which public managers create, maintain, and disrupt performance management practices. The authors find that managers make external performance assessments perform for themselves by constantly negotiating boundaries in ways that combine bureaucratic and managerial rationales. The authors argue that the ways in which organizational boundaries are constructed are fundamental to understanding the success or failure of performance management systems and the transformation of managerial ways of thinking about performance into a logic of improvement through which contemporary public sector reforms become embedded.     

Collective Leadership and Context in Public Administration: Bridging Public Leadership Research and Leadership Studies

This article challenges the view that public leadership research should maintain a separate perspective in the study of public leadership. It discusses the benefits of further embedding the public leadership research domain within leadership studies, constructing a cross‐fertilization that contributes to advance both. The article maps key concerns in relational leadership theories, contrasting them with current work in the public leadership research domain and offering suggestions to close the gap. It highlights public leadership scholarship's competitive advantage to contribute to theorizing about leadership, given the importance of context for building contemporary theories of relational leadership.     

Managing the Entanglement: Complexity Leadership in Public Sector Systems

Complexity in public sector systems requires leaders to balance the administrative practices necessary to be aligned and efficient in the management of routine challenges and the adaptive practices required to respond to dynamic circumstances. Conventional notions of leadership in the field of public administration do not fully explain the role of leadership in balancing the entanglement of formal, top‐down, administrative functions and informal, emergent, adaptive functions within public sector settings with different levels of complexity. Drawing on and extending existing complexity leadership constructs, this article explores how leadership is enacted over the duration of six urban regeneration projects representing high, medium, and low levels of project complexity. The article suggests that greater attention needs to be paid to the tensions inherent in enabling leadership if actors are to cope with the complex, collaborative, cross‐boundary, adaptive work in which they are increasingly engaged.     

Storytelling and corporate social responsibility reporting: A case study commentary on U.K. food retailers

Stories, in one form or another, are probably as old as the human race, but in recent years, businesses have increasingly come to recognise the importance of storytelling. The aim of this paper is to offer an exploratory commentary on how storytelling is employed in the corporate social responsibility reporting process by the leading U.K. food retailers. The paper begins with an outline of the characteristics of storytelling within the corporate world, reviews the ways storytelling is employed by the U.K.'s top 10 food retailers' as part of their corporate social responsibility reporting processes. The paper identifies a number of storytelling formats, including photographs and images, video clips, messages, and cameo case studies, used by the selected U.K. food retailers, and offers some reflections on their current approaches to storytelling. Although the stories employed by the selected retailers often have a strong human impact and can strike emotive chords, the authors would argue that stories can, at least partly, be misleading in that they do not necessarily fully reflect a retailer's corporate social responsibility record.     

Leadership and Meaningful Work in the Public Sector

There have been many important studies on leadership in the public administration discipline; however, scholarly inquiry still lags behind related disciplines such as psychology and business administration. This article helps fill that gap by analyzing the role that public leaders play in making work more meaningful for their employees, which, in turn, has a positive influence on employee job outcomes. Specifically, the authors analyze the mediating role of work meaningfulness in the relationships between leader‐member exchange and organizational commitment, work effort, and work‐to‐family enrichment. Samples from education, health care, and local government are used. Results show that leadership strongly influences work meaningfulness, which, in turn, influences job outcomes. In addition, the impact and extent of leadership and work meaningfulness are higher in health care and education than in local government. The results emphasize the importance of leadership and meaningful work in the public sector.     

It's About Time: Catching Method Up to Meaning—The Usefulness of Narrative Inquiry in Public Administration Research

As a form of interpretive research, narrative inquiry contributes to the pursuit of high-quality public administration scholarship, along with other forms of explanatory research that have dominated the field. In this article we discuss the unique features of narrative inquiry, review how this research orientation has been used in public administration, and use our experience with a national, multimodal, multiyear research project on social-change leadership in the United States to identify and illustrate the contributions of narrative inquiry to address two key issues in the field: the concern with good research and the aspiration to cultivate a meaningful connection between researchers and practitioners in the field.     

Toward an Analytical Framework for the Study of Race and Police Violence

Treatments of race and police violence in the fields of public administration and policy have drawn eclectically from many disciplinary sources in historical, political, and managerial analysis. From an institutional perspective, emphasis has been on how organizational practices, rules, norms, and values, along with role socialization, shape germane behavior. Of particular interest to the authors is the phenomenon of race‐related police violence in its systemic but also attitudinal and behavioral manifestations in the policing role. How does an academic or practitioner researcher specify evaluative perspectives applicable to this policy and administrative challenge? There is a prior need for defined analytical and ethical positions drawing closely from public administration and policy sources. This article suggests ways to develop such grounded frameworks, built on these distinctive traditions but also going beyond them, so as to allow for an integrative approach to evaluative analysis and action on this grave and contentious issue.     

Managing public affairs through storytelling

Storytelling has recently been discovered as an important tool for gaining the support of those external constituencies the organisation critically depends upon. This paper explores the narrative approach to public affairs by reporting an in‐depth case study of the storytelling practices of representatives of the global foods industry and environmental activist groups during the recent introduction of genetically modified food crops. The analysis reveals that these parties use competing versions of what are essentially the same narratives to gain the support of regulators and the public at large in the various market and non‐market arenas in which these groups compete. Copyright © 2002 Henry Stewart Publications.     

Loyalty or Competence: Political Use of Performance Information and Negativity Bias

This article explores how political principals weigh loyalty and competence in public personnel decisions. Exploiting the abrupt shift in political leadership following the impeachment of President Park Geun‐hye of Korea, the authors examine how the newly elected president made the decision to retain or dismiss 118 agency heads appointed by the previous administration. The evidence shows the importance of loyalty in managerial survival: those who had a political patronage relationship with the ousted president were less likely to survive in the new administration. However, the authors also demonstrate the relevance of competence, as measured by the outcomes of agency performance evaluation. Further, the article shows the existence of negativity bias: the punishment for low performance is greater than the reward for high performance. Finally, the authors provide support for the idea that political principals reward loyalists, but only if they show acceptable levels of competence.     

Core Concepts and Key Ideas for Understanding Public Sector Organizational Networks: Using Research to Inform Scholarship and Practice

This article provides an overview of the key research findings and core concepts on the topic of organizational networks. The primary focus is on goal‐directed “whole” service delivery networks, which are prevalent in the public and nonprofit sectors. The findings and ideas presented are especially salient for helping public managers build, maintain, operate, and govern multiorganizational networks in ways that will enhance their effectiveness. Because research and theory on networks extend well beyond the boundaries of public management and administration, the authors draw on thinking from a number of fields, providing a broad understanding of public networks and network functioning. The article is intended to provide usable information on networks for both practitioners and students, as well as to suggest directions for future research for the many public management scholars who now study organizational networks.     

Socializer or Signal?, How Agency Accreditation Affects Organizational Culture

Agency accreditation has grown steadily as a management strategy in recent decades. Accreditation is meant to help professionalize public administration work by requiring an agency to adopt policies and practices that are sanctioned by an external organization. Advocates claim that accreditation facilitates the diffusion of best practices and builds a culture of professionalism in an agency. Accreditation clearly leads agencies to adopt formal policies. This article identifies two ways in which accreditation might affect organizational culture: (1) by socializing employees, and (2) by signaling the agency’s priorities to employees. Analyzing attitudinal data from officers in six American police departments, this study finds no association between accreditation and officers’ own values, but finds that accreditation is strongly correlated with officers’ perceptions of their agencies’ priorities.     

Power in Editorial Positions: A Feminist Critique of Public Administration

Journal editors serve a vital, powerful role in academic fields. They set research priorities, serve as gatekeepers for research, play a critical role in advancing junior scholars as reviewers and eventually into editorial roles, build extensive networks, and gain valuable insight into the behavior and preferences of reviewers and scholars. This article analyzes data collected from leading public administration journals in 2017 to investigate the role of women as gatekeepers of public administration knowledge. The data illustrate a clear underrepresentation of women on editorial boards. Drawing from these data, research on journal editorships, and feminist theory, the authors present a critique of the current state of public administration research and a discussion of a way forward. They conclude with a proposal for how all public administration scholars (junior, senior, men, and women), journal leadership, and academic departments can move toward increasing women's representation in these important positions.     

Shaping Public Corporation Leadership in a Turbulent Environment

This article explores how public corporation leadership copes with a turbulent environment using political, managerial, and individual leadership elements. It is an in‐depth case study of Lee Ji‐Song, who effectively managed the politically and managerially challenging environment that resulted from the merger of two large public corporations into the Korea Land and Housing Corporation. Lee, an engineer, manager, and chief executive of a major construction company, took advantage of his political, managerial, and individual leadership capital to cope with political challenges from lawmakers and with managerial challenges such as postmerger integration management, organizational stabilization, and financial improvement. The authors suggest that an effective public corporation leader must be a skillful politician and businessperson, as public corporations often operate in an environment in which public and private values interact.     

Defining E‐leadership as Competence in ICT‐Mediated Communications: An Exploratory Assessment

While many aspects of the dramatic shifts caused by digital government have made enormous progress, the leadership of those who serve the public via electronic means has yet to take a significant step forward. This article addresses three questions: How significant has e‐leadership become? What are the challenges in trying to create a more comprehensive model of defining and measuring e‐leadership? And, based on current knowledge, what skill and behavioral elements are candidates for a concrete e‐leadership model? The authors develop and test an original model that focuses on e‐leadership as a competence in virtual communications (i.e., the use of ICT‐mediated communications) and the digital opportunities and challenges that are created. The results provide strong support for the proposed model. The article concludes with a discussion of a future agenda for e‐leadership research that can be developed in a manner that is fruitful for theory and practitioners.     

Competing Ontologies: A Primer for Public Administration

A growing number of public administration theorists are taking up the question of ontology—the nature of existence. This primer on the topic provides a basic explanation of ontology, describes the fundamental debates in the competing ontologies of Western philosophy, and discusses why ontology is important to social and political theory, as well as to public administration theory and practice. Using an ideal‐type approach, the author analyzes how different ontologies imply particular political forms that undergird public administration theories and practices. This ideal‐type model can be used to identify the ontological assumptions in these theories and practices. The article concludes with an invitation for personal reflection on the part of scholars and practitioners in regard to which ontology best fits their experience and beliefs and the alternatives that we might pursue for a better future.     

We’re Not all Happy Yet: Attitudes to Work,Leadership, and High Performance Work Practices among Managers in the Public Sector

This article explores the attitudes of male and female managers in the public sector toward high performance Human Resource Management (HRM) policies and practices, work, and organisational leadership, and compares these attitudes to those of managers in the private sector. It finds that female public sector managers are most positive about high performance HRM policies and practices. Male public sector managers are less positive than female managers in the public sector and male and female managers in the private sector across all the measures. Psychological contract theory suggests either the changes associated with high performance HRM policies and practices, or attempts to decrease the disadvantage felt by women in the public sector may have resulted in a sense of disadvantage among some men in the sector, and created a changed, more transactional psychological contract between these men and their organisation. Strategies are needed to reengage public sector men.     

Gendered Narratives: Stories and Silences in Transitional Justice

Stories told about violence, trauma, and loss inform knowledge of post-conflict societies. Stories have a context which is part of the story-teller’s life narrative. Reasons for silences are varied. This article affirms the importance of telling and listening to stories and notes the significance of silences within transitional justice’s narratives. It does this in three ways. First, it outlines a critical narrative theory of transitional justice which confirms the importance of narrative agency in telling or withholding stories. Relatedly, it affirms the importance of story-telling as a way to explain differentiated gender requirements within transitional justice processes. Second, it examines gendered differences in the ways that women are silenced by shame, choose silence to retain self-respect, use silence as a strategy of survival, or an agential act. Third, it argues that compassionate listening requires gender-sensitive responses that recognize the narrator’s sense of self and needs.     

Organizational Citizenship Behavior in the Public Sector: A Systematic Literature Review and Future Research Agenda

This article presents a systematic literature review of organizational citizenship behavior (OCB) in the public sector. The findings show that although OCB is gaining more attention in the public sector, research often does not take specific public sector characteristics or concepts into account. Based on the available evidence, the authors develop a framework of antecedents, outcomes, mediators, and moderators of OCB. Three areas for future research are recommended: (1) regarding theory: link OCB to public sector concepts such as bureaucratic red tape, public leadership, and public service motivation; (2) regarding research designs: use stronger survey designs, experiments, and case studies and devote more attention to cross-sectoral and cross-country differences; and (3) regarding the consequences of OCB: address the gap in our knowledge of how OCB has an impact on public organizations, including negative impacts.