Only If We Agree? How Value Conflicts Moderate the Relationship Between Transformational Leadership and Public Service Motivation

Existing studies find positive associations between transformational leadership and public service motivation (PSM), but value conflict may moderate the relationship. This is investigated for Danish University Colleges using a mixed-methods design. These colleges educate future teachers, pedagogues, nurses, and social workers, and their strong public service-oriented missions and potentially conflicting public values make this sector a well-suited case to test whether consensus on public values is a precondition for a positive association between transformational leadership and employee PSM. Based on a survey of 968 employees combined with qualitative interviews concerning specific public values, we find that the less value conflict, the stronger the positive relationship between the direct managers’ level of transformational leadership and the employees’ PSM. This is also the case for the top management. This implies that transformational leadership might be a way for managers to enhance employee PSM, but only if there is no severe value conflict.     

PUBLIC VALUE AND POLITICAL ASTUTENESS IN THE WORK OF PUBLIC MANAGERS: THE ART OF THE POSSIBLE

The public value framework, with its call for more entrepreneurial activities by public managers, has attracted concern and criticism about its implicit breaching of the politics/administration dichotomy. This article explores the role of political astuteness not only in discerning and creating public value, but also in enabling public managers to be sensitive to the dichotomy. We employ a conceptual framework to identify the skills of political astuteness, and then articulate these in relation to identifying and generating public value. Drawing on a survey of 1,012 public managers in Australia, New Zealand, and the UK, and in‐depth interviews with 42 of them, we examine the perceptions and capabilities of public managers in producing value for the public while traversing the line (or zone) between politics and administration. We conclude that political astuteness is essential to both creating value and maintaining allegiance to democratic principles.     

Managerial capacity in conflict environments: Management effects of private military and security companies in Iraq

An enduring challenge of public administration research is examining whether public management affects the delivery of public policy results. This study extends managerial influence to include public policy delivery in an active conflict environment. Individual manager training is critical in conflict environments because limited bureaucratic capacity and general environmental confusion are common. Organizations under stress use substitute managers. We argue that substitute managers' effectiveness is conditioned by two factors: managerial capability and networking capability. We examine substitute managers in a unique context, the US–Iraq War. Managers coordinated private military and security companies (PMSCs) to provide coalition forces and the civilian population with multiple services. We argue that managers with prior management experience and network capability are more effective substitute managers. The results suggest that managers with prior experience and networking capability are associated with decreases in civilian casualties. The results provide important policy insights into public management and defence policy.     

Public Value as Rhetoric: A Budgeting Approach

The public value theory has been accused of serving as a “rhetorical device” for public managers to advance their interests and influence vis-à-vis politicians. This article uses Legislative Budget Offices (LBOs) as a lens to re-examine the theme of “public value as rhetoric”. It examines how an LBO can relegate itself to a lower public value-creating position that avoids conflict with politicians, which then allows politicians to employ rhetoric such as fiscal “sustainability” and “responsibility”, without making actual budget choices that incur political costs. The findings of the article suggest that the use of public value as rhetoric is a function of contradictory values held by citizens, which politicians and public managers must reconcile by choosing to divert either resources or rhetoric. Furthermore, rhetoric is bidirectional, and employable not just by public managers, but by politicians as well.     

PUBLIC MANAGEMENT IN POLITICAL INSTITUTIONS: EXPLAINING PERCEPTIONS OF WHITE HOUSE CHIEF OF STAFF INFLUENCE

The notion that public managers influence organizational performance is common in public administration research. However, less is known about why some managers are better at influencing organizational performance than others. Furthermore, relatively few studies have systematically examined managerial influence and scholars have yet to investigate either quantitatively or systematically managerial influence in the White House. Utilizing original survey data collected from former White House officials who served in the Reagan, George H.W. Bush, and Clinton administrations, this study applies empirical public management theory to examine for the first time the key determinants that shape perceptions of chief of staff managerial influence. The findings demonstrate how several core concepts in public management theory help explain the dynamics that drive perceptions of managerial influence, thereby providing a new contribution to the literature on public management.     

BRINGING THE POLITICS BACK IN: PUBLIC VALUE IN WESTMINSTER PARLIAMENTARY GOVERNMENT

We challenge the usefulness of the 'public value' approach in Westminster systems with their dominant hierarchies of control, strong roles for ministers, and tight authorizing regimes underpinned by disciplined two-party systems. We identify two key confusions: about public value as theory, and in defining who are 'public managers'. We identify five linked core assumptions in public value: the benign view of large-scale organizations; the primacy of management; the relevance of private sector experience; the downgrading of party politics; and public servants as platonic guardians. We identify two key dilemmas around the 'primacy of party politics' and the notion that public managers should play the role of platonic guardians deciding the public interest. We illustrate our argument with short case studies of: the David Kelly story from the UK; the 'children overboard' scandal in Australia; the 'mad cow disease' outbreak in the UK; the Yorkshire health authority's 'tea-parties', and the Cave Creek disaster in New Zealand.     

More dissimilar than alike? Public values preferences across US minority and white managers

Interest in public values has grown considerably over the past two decades. Much of this attention reflects a growing awareness that public values hold considerable significance for citizens and public employees. Yet, despite the rapid expansion of research on public values, we still know little about the role of race in shaping and determining public employees’ values preferences. To begin remedying this gap, this article examines whether minority and white public managers in large US local governments exhibit the same value preferences when making departmental decisions. Results from a multiple group confirmatory factor analysis indicate that minority and white managers express similar preferences for traditional public administration values; however, minority managers report a stronger preference for both traditional public administration (e.g., efficiency and effectiveness) and social equity‐oriented (e.g., equity, representation) values.     

Entrepreneurship and Participation in Public Management Reforms at the Local Level

This article seeks to discuss who the policy entrepreneurs are and who participates in the policy-making process of public management reforms at the local level. In order to answer the research questions, a multi-unit and multi-case research study was carried out in three municipal governments: Barcelona, Boston and Turin. The subjects of the study were 15 innovations in management implemented between 1992 and 2007. The first conclusion is that politicians predominantly take the entrepreneurial role in introducing innovations in public management, regardless of the technicality of the innovation. As far as political participation is concerned, public management reforms are still dealt with as in-house matters, even when public managers want to be recognised as promoting the positive values of political participation.     

The Relationship between the Leadership Effectiveness and Emotional Competence of Managers in the Public Sector

This article reports on the perceived relationship between leadership effectiveness and the emotional competencies of managers in the public sector, and the impact of this relationship on service delivery. In the light of continual protests over government’s poor service delivery to the public, doubts are raised about the leadership effectiveness of public officials. Research has identified the leadership effectiveness of managers in the public service as crucial for quality service delivery. Industrial psychologists have also identified leadership effectiveness and emotional competencies as important ingredients for success in organizations. This is due to the facts that effectiveness and efficiency can be attained only if an appropriate leadership style and manager’s emotional competencies or abilities are in place. Findings from the research indicate that currently managers in the public sector possess insufficient emotional competencies to subdue emotional outbursts and achieve effective leadership. Based on the findings and the literature, the conclusion is that it is imperative for managers of public entities to acquire effective leadership skills and become emotionally competent. Relevant training and interventions, and a comprehensive management recruitment process, should be put in place.     

Management in New Public Service Systems: Reframing the Position of Managers and Their Training and Development

Management training and development (T&D) plays an important part in enabling managers to deal with complexity and change associated with new public service systems. Using a service-dominant logic approach, this paper explores the relevance of T&D in preparing managers for changing roles, responsibilities and relationships that integrated service systems demand. Exploring the views of service managers working in Community Health Partnerships, the study establishes that present management T&D does not support the delivery of integrated services which require different abilities and new ways of working. New public service systems demand new processes of learning where re-framing the position of managers and their T&D becomes increasingly necessary.     

Customer Satisfaction Theory in Public Administration Education: Revisiting Student Evaluation of Teaching

How has the current austerity changed the public welfare organizations’ performance landscape in modern welfare states? Can public managers make their organizations adapt to the new performance landscape shaped by the austerity? These questions are answered on the basis of the Danish case of the provision of the services to the citizens with disabilities and/or social disadvantages. The result has implications, especially for public management in praxis. The case study shows that the managers’ most important managerial tool to make their organizations adapt to the new landscape is the challenging and decision-oriented dialogue.     

COMPARING BUSH–CHENEY AND CLINTON–GORE PERFORMANCE MANAGEMENT STRATEGIES: ARE THEY MORE ALIKE THAN DIFFERENT?

Successful performance management strategies are intrinsically linked to the political environment in which public policy‐making occurs. Since the mid‐1990s, many governments have re‐examined how to simultaneously reduce costs, increase performance and achieve results. Public agencies are experimenting with performance measurement and management systems designed to meet public policy goals and respond to citizen demands. Various reform models have been proposed and public administrators now expend considerable time, effort and resources exchanging ‘best practices’, finding ‘best value’, and ‘rethinking’ government operations. Although equally important, less effort has been devoted to performance management (PM) within increasingly complex, ideologically charged and politicized decision‐making environments. Despite significant increases in productivity, more theoretical and empirical research is needed to assist public managers in applying private market‐based alternatives to public service delivery structures. This article compares the PM initiatives of the Clinton–Gore Administration in the United States, known as the National Performance Review (NPR), with President Bush‘s Presidential Management Agenda (PMA). Following the comparison, a theory‐based research agenda is proposed to determine which of many approaches best ‘fits’ the varied and often contradictory systems for delivering public services in a decentralized governance system.     

Political board’s contribution to strategic management: a case study

This study examines the support, control and strategic functions of an executive hospital political board from the perspective of how institutionalised internal procedures influence board functions. Board members and leading hospital managers were interviewed about politicians’ ways of working, managers’ preparation of decision issues and board work under the presidency model. The politicians strengthened the decision-making processes by requesting additional supporting documents, and by defending the hospital from public criticism. However, the board exercises weak strategic and control functions; it absorbs the responsibilities of the hospital managers and the upper political levels as it reaffirms its executive authority. Nonetheless, the study suggests that abolishing or replacing the board with a non-political board may not improve organisational governance. The study gives insights in politicians’ contribution to strategic public management, an aspect lacking in existing literature.     

THE CONTENT AND CONTEXT OF ORGANIZATIONAL ETHICS

The aim of this paper is to provide an empirical contextual picture of what is truly valued most in different public and private sector organizations. Through a series of qualitative in‐depth interviews (n = 38), that were a follow‐up to an earlier survey study among public and private sector managers (n = 382), a number of crucial organizational values were presented to and discussed with a selection of top managers from a variety of Dutch public and private sector organizations. The decision‐making context from the interviews provides insight into why, when, how and to what extent specific values are important. A number of unexpected differences and similarities between organizations with a different sectoral status emerge from the data, which shed new light on existing predispositions on value preferences in government and business conduct.     

Managing financial resources in the states: the role of computerized information systems

One of the principal and most visible functions of public managers is the allocation of public funds across multiple, many times competing services and constituencies. This vital process must be as efficient and effective as managerial skills and the application of technology permits. Yet, as the effects of technology escalate, little is known about the application of computerized information systems (CIS) to important strategic and operational, financial management decision-making. This study examines the use of information technology in financial decision-making in state governments. The findings suggest that computerized information systems play central but diverse functions in various financial decisions, but that public managers will continue to play a key role in ensuring that CIS use enhances decision-making capabilities.     

MPA as management education

The central theme of this article is that we have not adequately addressed the question of teaching management. The academic community has done a better job of preparing persons for technical/professional positions in personnel, budgeting and policy analysis. This failure to address the problem of teaching management leaves students (particularly mid-career students) without a foundation for understanding their role as managers. Given that so many MPA students aspire to be managers, it is time we faced this failure and sought means to correct it.

The article suggests a framework to understand and promote public management education. The central argument is to direct management education toward those factors which reflect the public values which underlie the concept of governance. Toward that end public management education must reflect three elements:

1) the political and ethical foundations of publicness,

2) the examination of the practice of management in public organizations, and

3) the skills needed to accomplish the task of management.

An MPA program should reflect all three of these elements if it is to provide an adequate management education. Nevertheless, it must also be recognized that career-long learning is the ultimate goal. Further, management education is but one task of an MPA program. The development of technical competencies in the other aspects of government, such as in budgeting and policy analysis are similarly important goals for MPA programs. A curriculum that accommodates both the management skills and technical competencies needs of students should be our goal.     

Tension in democratic administration: Does managerial confidence in administrative capacity reduce citizen participation in organizational decision-making?

The tension between bureaucratic and democratic values has characterized significant debates in the field of public administration. In this article, we ask, does public managers' confidence in their organizational administrative capacity affect citizen participation? Using managerial confidence in organizational response capacity (ORC) during crises as a vehicle to investigate the tension between democratic and administrative values, we examine whether an administration-centric approach to management influences citizen participation. We posit that higher levels of managerial confidence in organizational administrative capacity can lessen the pressure from political stakeholders which, in turn, might allow managers the autonomy to isolate themselves from the general public. The empirical analysis uses a structural equation model (SEM) to examine survey data from senior managers in 500 US cities. We find that managerial confidence in ORC reduces citizen participation, but only indirectly through diminishing influence from other governmental actors or by allowing managers to win the trust of political principals.     

Applying strategic management to economic development: benefits and challenges

Strategic management has become one of the popular managerial techniques emphasized by policy makers and public managers in recent years. Many local government officials are especially interested in applying this technique to improve the effectiveness of their economic development policies and programs. This paper examines issues associated with the application of strategic management concepts to local economic development. The paper first provides an overview of basic concepts of strategic management and special issues of public strategic management. It then focuses on the background of local economic development and the linkage between strategic management and economic development. The paper finally addresses the benefits and challenges associated with the development of strategic economic development.     

The information-based organization: new dimensions for the public manager

Public management education should reflect the tremendous organizational changes brought about by information technologies and their applications. Increasing penetration of information technologies and the need for well-considered approaches to use those technologies will pose new opportunities and obstacles for public managers. This paper describes three key skill areas for curriculum consideration: information technology management, information management, and human resource management.     

THE QUASI-MARKET,THE ENTREPRENEUR AND THE EFFECTIVENESS OF THE NHS BUSINESS MANAGER

The recent changes in the UK National Health Service were heralded by the publication of the Griffiths report in 1983 which highlighted the need for a business-like’approach to management. The policy makers’generic strategy of the late 1980s and early 1990s centred around the concept of‘quasi-markets’. These were artificial internal markets encompassing the purchasers and providers of public services. Little research has been undertaken into this new phenomenon of the‘quasi-market’but entrepreneurship economic theory would suggest that for markets to be efficient would require a supply of alert and aware entrepreneurs. Within the restructured NHS, the mantle for entrepreneurial management seems to have been placed firmly on the shoulders of the newly created‘business managers’. A 1993 survey amongst NHS business managers in first and second wave trust hospitals in the Trent Regional Health Authority indicated that whilst business managers were knowledgable of what entrepreneurial activity is, they currently feel constrained in their new roles for a variety of reasons. The authors suggest that rational economic analysis is insufficient to explain this lack of innovatory endeavour. Instead policy makers’attention should be devoted to liberating health managers from their current constraints to encourage their entrepreneurial development.