Perceptions of Discretion in Street-Level Public Service: Examining Administrative Governance in Romania

ABSTRACT

Street-level bureaucrats have long been seen as key figures in program and policy implementation, often occupying unique positions that encompass executive, legislative, and judicial functions. Osborne’s concept of the New Public Governance addresses concepts of policy implementation and interpretive activities that characterize street-level bureaucracy. Current understanding of street-level bureaucracy is, however, dominated by research focused on the United States and the United Kingdom, both of which demonstrate differences from countries in Eastern Europe. This study uses survey data to examine street-level bureaucracy in Romania, with attention to the determinants of bureaucratic perceptions of discretion. Results indicate that proactive personality, prosocial motivation, autonomy, job satisfaction, and years of experience are related to individual perceptions of discretionary latitude among front-line workers.     

Public Sector Governance Reform and the Motivation of Street-Level Bureaucrats in Developing Countries

This article draws on health sector reform in Honduras to examine the mechanisms through which governance reforms shape the behavior of street-level bureaucrats. It combines insights from behavioral public administration with original data from lab-in-the-field workshops conducted with more than 200 bureaucrats to assess the relationship between decentralization and motivation. Findings show strong evidence that motivation, measured as self-sacrifice, is higher among bureaucrats in decentralized municipalities compared with bureaucrats in comparable centrally administered municipalities. Increased motivation is most pronounced in decentralized systems led by nongovernmental organizations compared with those led by municipal governments or associations. Additionally, the evidence suggests that higher motivation is related to changes in the composition of staff rather than socialization or changes among existing staff. Overall, this research helps move beyond indiscriminate calls for decentralization by highlighting the interplay between reform design and bureaucratic behavior, as well as the limitations of governance reforms in motivating more experienced bureaucrats.     

Suzanne E. Scoggins,Policing China: Street-Level Cops in the Shadow of Protest

Journal of Chinese Political Science -     

The role of authentic leadership on healthcare Street-Level Bureaucrats’ well-being during the pandemic

This study uses Conservation of Resources Theory, to explain Street-Level Bureaucrats’ (SLBs) workplace behavioural responses to threats to their well-being. We examine whether authentic leadership within street-level organisations positively impacts employee well-being by increasing SLBs’ perception of personal resources, and reducing their perceptions of work harassment. The research design comprises a survey that solicited quantitative and qualitative data from 163 healthcare SLBs working in Australian hospitals during the pandemic in April 2020. Analysis of the means indicates low levels of satisfaction with leadership and low levels of well-being for SLBs. The structural equation modelling findings show that poor leadership is associated with higher levels of work harassment and lower levels of employee well-being. Qualitative data support these findings. As healthcare workers were already listed as over-represented in the stress-related workers compensation statistics, one strategy may be to improve the level of organisational support by upskilling managers in authentic leadership behaviours with the aim of increasing their perception of support so as to increase employee well-being. This will benefit employees and their families, and the community they service.

Points for practitioners

• Street-Level Bureaucrats (SLBs) have been increasingly experiencing the public sector gap (demand outstripping supply of resources) because of the dominance of the austerity-driven managerialist paradigm.
• The recent COVID-19 crisis amplified the severity and impact of the public sector gap causing increased perceptions of work harassment and reductions in SLBs’ well-being.
• However, SLBs with high levels of Psychological Capital had a natural buffer in place to protect their well-being, and as such, they perceived less work harassment and erosion of their well-being.
• The way forward is to complement the austerity-driven managerialist paradigm in management decision-making with authentic leadership behaviours focused on maximising the well-being of SLBs and the public.

     

Coercive Leadership

We develop a model of leadership in which an informed leader has some degree of coercive influence over her followers (agents). Agents benefit from coordination but face two distinct challenges: dispersed information and heterogeneous preferences. The leader's coercive power facilitates coordination by weakening the effect presented by both of these challenges through “binding” agents to a strategically chosen policy. The leader's policy choice becomes more informative to the agents about the leader's privately held information as her coercive capacity increases. By adjusting her policy choice in response to available private and public information, the coercive leader achieves her preferred average of agents' actions, and in so doing, neutralizes the possibly deleterious coordinating influence of public information. We develop implications of our analysis for understanding autocratic leadership in different political and organizational contexts.     

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.     

Leadership Harvard Style

The John F. Kennedy School of Government at Harvard is teaching a new approach to leadership. This article outlines some of the elements of this approach and contrasts them with standard models on leadership in the literature.     

论圆点领导

圆点既是事物的一种存在状态,也是事物的一种属性。从圆点视角来看,领导活动即是由不同层次的圆点状态(或属性)的领导要素组成的、不断进行能量和信息交换并按照一定的互动原理运行着的系统。圆作为一种最和谐、最完善的形式,是领导艺术的最高境界。只有把握圆与点、圆与方、圆与非圆的关系,才能把握圆点领导的基本原理。     

Street-Level Bureaucrats as Individual Policymakers: The Relationship between Attitudes and Coping Behavior toward Vulnerable Children and Youth

Lipsky (1980) pointed out that street-level bureaucrats (SLBs) are important policymakers due to the discretion they exercise and argued from a structural perspective that these workers manifest relatively similar coping behaviors owing to their shared working conditions, characterized by chronically limited resources and non-voluntary clients. Using data from a national survey of municipal child welfare caseworkers in Denmark, we further develop Lipsky's theory from an agency perspective by focusing on variation in coping among SLBs and examining the extent to which such variation is explained by SLBs’ attitudes towards the target group, the objectives and content of their jobs, and their perceptions of the capacity of their institutions. We find that SLBs’ aversion to and tolerance of the client group, their perceptions of institutional capacity in terms of municipal resources and local political inefficacy, and their conceptual modification of job contents are all related to their use of coping.     

Independent Professional Bureaucracies and Street-Level Bribery: Comparing Changes in Civil Service Law and Implementation in Latin America

Using cross-sectional data, studies of the relation between merit-based bureaucracies and corruption usually find that nations with more professional and politically independent bureaucracies have lower corruption. However, cross-section designs cannot test this policy claim. This study adopts a pre-test?post-test design using lagged data comparing changes in civil service laws and implementation in eight Latin American countries from 2004 to 2012 and data reporting subsequent change in bribe requests by the bureaucrats that the laws are intended to affect. Raising questions about the validity of previous results, it is found that improved laws and implementation were associated with no or increased bribe requests.     

From Street-Level to System-Level Bureaucracies: How Information and Communication Technology is Transforming Administrative Discretion and Constitutional Control

The use of information and communication technology (ICT) is rapidly changing the structure of a number of large, executive public agencies. They used to be machine bureaucracies in which street‐level officials exercised ample administrative discretion in dealing with individual clients. In some realms, the street‐level bureaucrats have vanished. Instead of street‐level bureaucracies, they have become system‐level bureaucracies. System analysts and software designers are the key actors in these executive agencies. This article explores the implications of this transformation from the perspective of the constitutional state. Thanks to ICT, the implementation of the law has virtually been perfected. However, some new issues rise: What about the discretionary power of the system‐level bureaucrats? How can we guarantee due process and fairness in difficult cases? The article ends with several institutional innovations that may help to embed these system‐level bureaucracies in the constitutional state.     

Systems Ideologies and Street-Level Bureaucrats: Policy Change and Perceptions of Quality in a Behavioral Health Care System

This article examines the stability of street-level bureaucrats' negative perceptions regarding a newly implemented managed care system on quality of care and service delivery in a publicly funded behavioral health care system. Overall findings indicate that the generally negative perception of managed care did not differ between staff in the two programs, indicating a weak effect on attitudes of frontline workers. More proximal variables to the caregiver, such as service type and job title, show more influence on attitudes. The conclusion discusses the implications of these findings for practicing administrators and academic researchers.     

Leadership skills for regulators

Regulation plays a vital role in reducing harms and promoting public order. However, regulatory reform has been likened to painting the Sydney Harbour Bridge, it never ends. Coupling this reality with the increasing array of areas requiring regulation, there is an acute need for regulators to become more effective in how they work. We discuss the leadership skills needed to ensure regulators consistently contribute to the creation of public value.

Points for practitioners

• Regulators can be more effective when they appreciate their authorising environment and the factors which make that environment dynamic.
• Careful calibration of enforcement practices to the capabilities of those being regulated can reduce conflicts and improve outcomes.
• Regulators with good communication skills can do much to resolve apparently intractable disputes.