Distributed leadership and performance-related employee outcomes in public sector organizations

Distributed leadership is the sharing of leadership tasks between managers and employees. This article demonstrates how a distributed leadership perspective adds to the public administration literature by including an important sensitivity to planned and nonplanned leadership. We propose a theoretical model that explains the impact of distributed leadership on employee outcomes which have a direct or indirect impact on organizational performance in public organizations contingent on alignment with individual leadership capacity and organizational goals. Our empirical analysis in the Danish hospital sector shows initial support for the expected relationships between distributed leadership and performance-related employee outcomes such as job satisfaction and innovative behavior. This indicates that the distributed leadership perspective holds the potential to strengthen service delivery in complex public service organizations while there is weaker support for the notion that the positive impact of distributed leadership depends on individual leadership capacity and their support for organizational goals.     

Power and transformational and transactional leadership in public and private organizations

Ten public and 35 private organizations located in Central New York State participated in a university- sponsored research project to study the effects of organizational characteristics upon types of leadership (transformational/transactional) and power demonstrated by supervisors. Public sector organizations in which managers had low control over rewards were compared to private sector organizations in which managers had high control over rewards.

Followers perceived public sector supervisors as more inspirational by their followers and they used more active management-by-exception behavior than those in private organizations. Private sector supervisors had more reward, legitimate and coercive power than supervisors in public sector organizations.     

Change leadership and change embeddedness in public organizations: Connecting macrolevel reform to microlevel implementation

Governments initiate major public sector reforms for various reasons. Although change leadership appears crucial, its role in implementing reforms in public organizations receives scant attention. Insights from public administration and change management literature help to bridge the gap between these macrolevel and microlevel perspectives. Our multilevel study of two youth care organizations addressing public sector reform explores how leadership behavior—and in interaction between top and middle managers—contributes to the concept of what we call change embeddedness among front-line employees. The use of leadership behaviors during the reform that are leader centric (shaping) appear to be associated with greater ambiguity and worse change embeddedness. However, leadership focused on engaging employees and boundary spanning with external organizations seems to support the embeddedness of the reform, especially when these behaviors are connected to a clear sense of purpose around the change.     

How a demanding employment relationship relates to affective commitment in public organizations: A multilevel analysis

It has recently been recognized in the public administration literature that multiple reforms coexist in public organizations, ranging from the Weberian bureaucracy to New Public Management and, more recently, new public governance. This study develops a typology of the employment relationship with features of these macro‐level changes and tests their impact on the civil servant's affective commitment by including the individual‐level social exchange relationship. This multilevel model is tested with data from 936 employees in a public organization. The findings confirm the existence of different approaches to the employment relationship: overdemanding, mutual investment and moderately demanding. Civil servants in a mutual investment employment relationship are most affectively committed, and civil servants in a moderately demanding employment relationship benefit most from a positive social exchange relationship. Implications for public management theory and practice are discussed.     

The leadership environment of public sector executives

Olshfski uses critical incident methodology to describe the leadership environment of state cabinet officials. The rich data set offers insight into how state executives (1) learn about their jobs, (2) exercise discretion to determine their policy agenda, and (3) operate in the political environment of state administration. She concludes by pointing out discrepancies in our understanding of leadership and offers suggestions for leadership, research, and teaching.

Somerset Maugham is said to have begun all his lectures by saying there are only three things that one must know in order to be a good writer: the only problem being that no one knows what those three things are. The same might be said of leadership research. For example, Stogdill's survey of leadership research contains over 3,000 references and Bass's revision documents over 5,000 references.⁽¹⁾ The preface to Stogdill's survey assesses the status of leadership research: “four decades of research on leadership have produced a bewildering mass of findings…. The endless accumulation of empirical data has not produced an integrated understanding of leadership. “⁽²⁾ A more pithy evaluation is offered by Bennis and Nanus, “never have so many labored so long to say so little.”⁽³⁾ Yet, most people still vigorously believe in the importance of the leader and leadership research.⁽⁴⁾

Recognizing the confusion in the field of leadership research, this study attempts to describe the context within which public executives operate. It is assumed that the executive's operating environment determines the extent to which leadership is possible. Critical incident methodology is used to illustrate how public sector executives conceptualize their environment and how they operate based on that conceptualization. This research is driven by two questions: What is the leadership environment of the state cabinet executive? Secondly, how does the leadership literature facilitate the understanding and interpretation of executive leadership in the public sector?     

Developing a short scale to assess public leadership

Tummers and Knies (2016) have recently introduced a 21-item scale for the measurement of public leadership to the burgeoning field of leadership research in public administration. However, due to restrictions in survey length and response time, scholars often face practical difficulties when adopting measurement scales of such length. In many subfields of public administration, this results in a proliferation of ad hoc measures of unknown validity, which impedes scholarly progress. The goal of the present study is to develop a short form of the public leadership scale. We build on data from a two-wave study in the German public sector and follow a step-by-step scale reduction procedure. The result is a reliable and valid 11-item scale of public leadership for utilization in public administration research. Since a short scale allows researchers to include additional measures of other constructs, it facilitates the exploration of the nomological network of public leadership.     

Representative bureaucracy,international organizations and public service bargains

Academic interest in the administrative aspects of international organizations is on the rise. Yet, an issue that has received little attention is bureaucratic representation—the extent to which international bureaucracies are representative of the polity that they serve. The article theorizes the rationales for and forms of representative bureaucracy in international organizations by combining insights from the representative bureaucracy literature with the ‘public service bargains’ framework. It argues that bureaucratic representation is highly relevant in international organizations, given the diverse polity these organizations serve and their precarious legitimacy. It distinguishes three types of representational ‘bargains’ between international organizations and those they serve, centred on power, equal opportunities and diversity, and discusses under which conditions each type of bargain is likely to be struck. The argument contributes to discussions about representative bureaucracy in international organizations and to broader theoretical debates about international public administration.     

The impact of high‐quality workplace relationships in public organizations

Research has long found that high‐quality workplace relationships have a beneficial impact on employees and organizations. Although these studies have developed elaborate models to examine high‐quality workplace relationships, none were found to explore the association between high‐quality workplace relationships and job stress/exhaustion, commitment, and social impact. To fill this void in the literature, models were developed to explain the expected association that these employee attitudes have with one another. These models were then tested on full‐time, public employees. Several important findings emerged. First, high‐quality workplace relationships were positively related to social impact. Next, social impact was found to positively mediate the relationship between high‐quality workplace relationships and commitment. Finally, social impact was found to positively mediate the relationship between high‐quality workplace relationships and job stress/exhaustion. This latter finding was contrary to expectations.     

Black administrators and racial road blocks in public organizations: problems and recourse

Discussions in the representative bureaucracy literature have tacitly assigned the responsibility of representing the interests of blacks to individual black administrators. Relying on black employee groups (or solidarity groups) to represent the interests of blacks is ignored. The possibility that black members of organizations have a group interest to be represented is not considered in the literature.

Assigning there presentation responsibility to individual black administrators is rejected be cause of barriers that can be created by racial road blocks (to kenism and different perceptions of race relations). It is argued that solidarity groups are a more effective means of representing the interests of blacks. Assigning the responsibility to solidarity groups should: (1) neutralize the effects of racial road blocks; (2) limit individual representation activities and thus permit each black administrator to concentrate on job performance; and (3) shift the focus in there presentative bureaucracy literature away from the individual and start concentrating on the representation activities of solidarity groups.     

Understanding employee commitment in the public organization: a study of the juvenile detention center

This study examined the relationship between organizational commitment and several personal, role, professional, job and organizational factors among juvenile detention workers. The study revealed that (1) commitment is significantly correlated to role ambiguity, supervisor trust, rile matment-oriented attitude toward the detainee, job satisfaction, job involvement, and organizational trust, and (2) organizational trust, the treatment attitude. role ambiguity, and job involvement are major predictors of employee commitment to the detention center. Implications concerning the results of this study are discussed.     

The Atlantis of personnel: The lost world of public employee discipline in the state government

Though there are many procedural job protections afforded public employees, there is a surprising amount of disciplinary actions meted out. A survey of 50 State governments showed that the magnitude of employee discipline is relatively high; there is a positive relationship between states which have low disciplinary records, and their lack of control of the disciplinary process; and there is a “progressive disciplinary profilet” prototypes state that exhibits a high degree of discipline when corrective and minor disciplinary actions are multiples of major disciplinary actions.     

Finding a mission in bureaucracies: How authentic leadership and red tape interact

Finding a mission is important for employees to perform well in public service jobs. Research has demonstrated that leadership can facilitate mission valence among followers, but if and how leadership unfolds this effect in the presence of excessive bureaucracy (i.e., red tape) is unclear. This interaction is particularly interesting in the case of authentic leadership (i.e., a positive leadership style based on self-awareness, consistent behaviors, and transparent relations with followers), as red tape may either neutralize or enhance the association of authentic leadership with mission valence. We test these rivalry hypotheses in a sample from a two-wave survey among public employees in Germany. Results provide support for the neutralization hypothesis, as the relationship between authentic leadership and mission valence strengthens at lower levels of red tape. HR practitioners are thus challenged to reduce red tape and to make public organizations authentic places, where leaders can develop authenticity through self-awareness.     

Intensity of innovation in public sector organizations: The role of push and pull factors

The public sector is under pressure to provide new public services with increasingly scarce resources. In response, practitioners and academics have called for more innovation in the public sector. Our understanding of sources of innovation within public sector organizations, however, is inadequate. Motivated by this gap, we develop a conceptual model of how push and pull sources enable innovation within public sector organizations. Key to our theory is that push and pull sources of innovation are enabled by innovation capabilities. Five hypotheses are tested using cross-country survey data from European public sector organizations. Empirical analysis offers strong support for the central role played by innovation capability in enabling push and pull sources of innovation within public sector organizations. This article advances knowledge of the sources of innovation in the public sector and extends theorizing on push and pull mechanisms by examining their relevance to innovation in a public sector context.     

Navigating tensions in co‐production: A missing link in leadership for public value

New forms of public leadership are needed to design and implement co‐production of public value. We draw on narrative analysis to explore the barriers to developing the capacity for co‐production of public value in disadvantaged and vulnerable Indigenous communities and find that existing norms not only crowd out efforts at reform, but can work against them. In particular, we find that upward accountability and a focus on expert knowledge are the most problematic for co‐production of public value. We focus on how more traditional practices of public administration mediated the achievements of public leaders in their co‐production efforts when Australian governments introduced strategies for partnership with Indigenous communities for services design and delivery. The analysis suggests that creating a broader enabling environment of supportive logics would allow public leaders to engage more productively with inherent tensions between old and new ways of working.     

Strategic management and public organizations: Lessons from the past and prescriptions for the future

The 1990s have become a decade of reflection and rethinking of foundational concepts in the field of public administration. Public adminstrationists are attempting to bring the best of management approaches to bear on the problems facing public organizations. Strategic management has been widely used in the private sector since the 1960s, and has gained increased acceptance in the public sector since the 1980s. It is a management approach that synthesizes much of what management theorists have long recognized as essential to effective management practice. This article traces the development of strategic management and examines what has been learned from the past that will improve future implementation efforts in public organizations.     

Public administration,public leadership and the construction of public value in the age of the algorithm and ‘big data’

Public administration scholarship has to a significant degree neglected technological change. The age of the algorithm and ‘big data’ is throwing up new challenges for public leadership, which are already being confronted by public leaders in different jurisdictions. Algorithms may be perceived as presenting new kinds of ‘wicked problems’ for public authorities. The article offers a tentative overview of the kind of algorithmic challenges facing public leaders in an environment where the discursive context is shaped by corporate technology companies. Public value theory is assessed as an analytical framework to examine how public leaders are seeking to address the ethical and public value issues affecting governance and regulation, drawing on recent UK experience in particular. The article suggests that this is a fruitful area for future research.     

Public organizations, stakeholders and the construction of publicness. Claims and defence of authority in public action

This article seeks to highlight the conditions in which organizations with different levels of 'publicness' interact in the framework of policy-making. In France, decision making and implementation is shared among public, semi-public and private organizations. The specific responsibility and influence of public organizations within institutional collective action however is a source of ambiguity. It becomes therefore a matter of political authority for public organizations to invest in the structuring of public problems and policies. The case analysed here shows that the publicness of implemented policies is a construction which stakeholders may try to influence. Responses by public organizations show that publicness does not only relate to the plurality of organizational forms but also to the existence of a form of hierarchy within systems of governance themselves.     

Informal socialization in public organizations: Exploring the impact of informal socialization on enforcement behaviour of Dutch veterinary inspectors

Organizations try to socialize employees' behaviour through formal practices such as training programmes and selection procedures. This article focuses on how times of informal socialization, outside the organization's direct sphere of influence, impact the behaviour of employees. The research is based on data from 67 semi‐structured interviews with Dutch veterinary inspectors in a cross‐sectional and a longitudinal panel. Their work is characterized by intensive and at times adverse contact with inspectees, yet limited interaction with their colleagues. The results show that informal socialization has an important impact on the organizational socialization of inspectors, and provides further insights into the dynamic interplay between formal socialization practices and informal socialization. In addition, the research provides empirical evidence for the role of emotional processes in organizational socialization.     

Yours emotionally: How emotional intelligence infuses public service motivation and affects the job outcomes of public personnel

We investigate the role of emotions in the public sector and their relation with work outcomes typical of public arenas. We focus on the emotional intelligence of public healthcare staff and its potential impact on public service motivation, job satisfaction, affective commitment and the quality of service to citizens. Using data from 200 nurses in a large Israeli public hospital, we examine a mixed model of direct and indirect relationships. The findings support direct positive relationships between emotional intelligence, public service motivation and job outcomes, and several indirect relationships: (1) the mediating effect of public service motivation in the relationship between emotional intelligence and affective commitment, and (2) the moderating role of emotional intelligence in the relationship between public service motivation and service quality. The impact of public service motivation on self‐reported service quality is stronger for public employees with more emotional intelligence.     

Understanding relationships between public service motivation and involvement in socio‐political organizations: Perspectives of organizational field theory

The study provides insights about public service motivation values and participation in socio‐political organizations. It applies organizational field theory to a sample of similar public and nonprofit service providers in a border region of two independent states. The results reveal that socio‐political activities bear different meanings for individuals from different sectors and countries. Thus, from an institutional perspective, despite offering similar services, the organizations studied belong to different organizational fields. This validates a recent shift from defining an organizational field as a group of organizations that share products, services, or markets to those that share common meanings. A broader context being a sector of economy or an administrative realm defines the types of socio‐political activities that share institutional infrastructures with public service organizations. Specifically, mutually exclusive associations are found for churches, political parties, and professional and volunteering groups. The study also indicates no value overlap with labour unions.