A Two-Pronged Approach? Combined Leadership Styles and Innovative Behavior

This article examines the relationship between transformational, transactional, and empowering leadership and the innovative behavior of public sector employees. Instead of investigating their association individually, this article focuses on the interaction between different types of leadership. The analysis is based on a survey from one of Denmark’s largest hospitals (n = 1,647). The main result is that empowering leadership, which focuses on employee capacity, moderates the association between transformational leadership, which is directed at motivation, and innovative behavior. The findings emphasize the importance of not only focusing on a single leadership style but also understanding how they work in combination.     

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.     

How empowering leadership reduces employee silence in public organizations

The intentional withholding of critical work‐related information can have serious negative consequences in public organizations. Yet, few studies have examined why public employees intentionally remain silent about problems and how to prevent such behaviour. This article provides insights into how managers may lower employee silence in government organizations. We develop a model that suggests that empowering leadership by frontline supervisors reduces public employee silence, by improving employee trust in their supervisors, granting employees control over their jobs, and strengthening identification with the organization. We test the model in two cross‐sectional studies with data collected from all employees working in two local governments in the United States. We find empirical support for the model in both studies. We discuss the implications of the research results for public management scholarship and practice.     

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.     

Low-Hanging Fruit: Leadership,Perceived Prosocial Impact,and Employee Motivation

Transformational leadership affects public service motivation, but little is known about the context dependency of this association. If citizen contact and, therefore, relative perceived impacts on others and society differ, the association between transformational leadership and motivation is also expected to differ. Analyzing public employees and their leaders from four organizational contexts, we find that employees have relatively higher perceived impact on others and are more user-oriented in contexts with high citizen contact. The association between transformational leadership and employee motivation also depends on employees’ perceived impact, implying that some fruit hangs lower than other when leaders try to increase employee motivation.     

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.     

Are transformational and transactional types of leadership compatible? A two‐wave study of employee motivation

Transformational and transactional leadership strategies have become prominent in public administration research, but it is unclear whether they are compatible or whether they could undermine each other. We examine the combined and interactive effects of transformational and three types of transactional leadership (contingent verbal rewards, material rewards, and sanctions) on employee work motivation, conceptualized as work engagement and intrinsic motivation. Panel analyses using repeated measures of 385 leaders and 3,797 employees show that transformational leadership and contingent verbal rewards increased employee motivation. However, simultaneous use of contingent material rewards undermined the benefits of transformational leadership. Thus, the motivational potential of service‐ or community‐oriented visions was undercut when leaders also appealed to extrinsic material motives. This could help explain why financial incentives do not always have the expected benefits in public organizations. We therefore argue that research and practice should pay more attention to how different leadership strategies work in combination.     

Strategic competence and agency: individuals overcoming barriers to change in South African higher education

Social relations, institutional arrangements and cultures bequeathed by South Africa’s system of apartheid continue be felt in the present despite the country’s formal transition to democracy 25 years ago. Race, class and gender inequities continue to structure South African society in ways that have proven intransigent to change, leading to growing frustration and widespread public dissatisfaction expressed in multiple arenas including worker strikes, service delivery and university student protests. While it is clear that social structures inherited from the past are difficult to change, it is also the case that change does happen. In this paper, we discuss the findings of a hermeneutic phenomenological study with 10 academics at one historically White university in South Africa, who have been agents of change within their particular context. We show how participants engaged in struggles to counter resistance to their efforts. In doing so they demonstrate what we call ‘strategic competence’ – the ability to act in ways that not only draw on personal resources but recognise the resources, contradictions and opportunities offered within the existing limitations of the social structure. Strategic competence thus emerges as a central feature of agency, enabling individuals to stretch the boundaries of what is possible.     

Empowering employees through the performance appraisal process

Increasing demands are being placed on many public servants as civil service organizations seek to increase productivity and operate with fewer levels of management. Moves away from traditional bureaucratic organization structures are often accompanied by attempts to develop a more empowering culture. These typically involve leadership initiatives adapted from the private sector in areas such as vision, values, participation and trust. In order to be successful, however, such initiatives need to be supported by corresponding changes in the systems which underpin human resource management. One of the most important of these is the performance appraisal system. This article describes how performance appraisal can be used to assist in empowering employees, using as an example the Corporate Finance Office of the New Zealand Department of Social Welfare.     

The Role of Public Service Motivation in Employee Work Engagement: A Test of the Job Demands-Resources Model

The study investigates the nature of public service motivation’s (PSM) relationship to employee work engagement. Using the Job Demands-Resource Model, the authors compare whether PSM as a resource is an antecedent to employee work engagement or has a buffering effect on job hindrances of perceived red tape in explaining employee work engagement. They surveyed 388 supervisors and managers in a public-sector organization in the United States. The findings support PSM as an antecedent along with perceived job influence and perceived procurement red tape to employee work engagement.     

The Impact of Knowledge Sharing on Work Performance: An Empirical Analysis of the Public Employees' Perceptions in South Korea

This article examines the impact of knowledge sharing on individual work performance by analyzing perceptions of 323 public employees in South Korea. An analytical model is drawn from an extensive review of literature on knowledge management and sharing from which nine exogenous variables are identified as antecedents of knowledge sharing that affect individual work performance. The results indicate that four exogenous variables—employee training, reward systems, support from the top management, and openness in communication—are perceived to have a positive influence on employees' knowledge sharing, which, in turn, improved individual work performance. Perceived trustworthiness between individuals involved in knowledge sharing has also positively influenced both knowledge sharing and individual work performance. These results imply that individual work performance may be dependent on the effective use of knowledge sharing.     

The hares,the hounds and the African National Congress: on joining the Third World in post-apartheid South Africa

The utility of framing questions of global inequality in relation to a ‘First World’ and a ‘Third World’, a North and a South, or developed countries and developing (or underdeveloped) countries, has been much debated since the end of the Cold War. This article addresses the issue of the perceived weaknesses and possible continued strengths of the notion of the ‘Third World’ in general terms, and then grounds such a discussion through an analysis of the way that the African National Congress (anc) government in post-apartheid South Africa has approached the question of global inequality. Since its election in 1994, and more particularly since Thabo Mbeki succeeded Nelson Mandela as president, the anc has presented itself as having an especially important leadership role on behalf of the Third World. The profound contradictions inherent in the anc's effort both to retain its Third Worldist credentials and to present itself as a reliable client to the Bretton Woods institutions and foreign investors provides insights into how to design alternative strategies for overcoming world-wide poverty, strategies which might be more effective than those chosen by the anc. Since the anc was elected to government in 1994 it has pursued a brand of deeply compromised quasi-reformism, analysed here, that serves primarily to deflect consideration away from the options presented by other, much more meaningfully radical international and South African labour organisations, environmental groups and social movements. At the present juncture a range of increasingly well-organised grassroots movements in South Africa find that they have no choice but to mobilise in active resistance to the bankrupt policies of the anc. The increasing significance of these efforts points to the possibility that they might eventually be able to push South Africa—either through a transformation of the anc itself or through the creation of some new, potentially hegemonic, political project in that country—back into the ranks of those governments and groups that seek to use innovative and appropriately revolutionary approaches to challenge the geographical, racial and class-based hierarchies of global inequality.     

Satisfaction with and Success of Employee Training from a Public Service Motivation Perspective

New public management requires modernization processes, including modern human resource practices, to enhance public sector performance. According to human capital theory, well-qualified and highly motivated public sector employees improve institutional performance; this study investigates the extent to which employee training as human resource practice can enhance one component of employees’ public service motivation (PSM), namely public interest, and their competencies as employee outcome. We examine public interest as a mediator or a moderator of the relationship between satisfaction with employee training and the resulting competence gain. The findings indicate a positive direct effect of satisfaction with employee training on competence gains and a mediating effect of public interest.     

A shared leadership model for human services program management

This article discusses the evolution of the Minnesota Parents’ Fair Share (MNPFS) program and to identify factors that have enabled the development of innovative practice in the delivery of a government sponsored human service program. The development and success of the MNPFS program is the result of utilizing contemporary models of shared leadership and enterprise management with committed frontline leadership from a variety of human service organizations. The MNPFS program is delivered and managed by frontline staff and leadership is shared by three Minnesota counties (Anoka, Dakota, and Ramsey) by staff from the courts, child support enforcement, income maintenance, and employment and training programs. Program services are targeted to unemployed or underemployed noncustodial parents whose children are on public assistance. The program is based on the assumption that children benefit when both parents contribute significantly to their children's economic and emotional needs.     

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.     

STRATEGY CONTENT AND PUBLIC SERVICE PROVIDER PERFORMANCE IN THE UK: AN ALTERNATIVE APPROACH

This article presents an alternative empirical test of the relationship between strategy content and service provider performance. Strategy content, conceptualized as comprising strategic stance and strategic action, has been shown to be a means to improve public service performance. We contribute to this growing body of research by deriving an alternative typology of strategy to better reflect competitive conditions in the public sector, which existing strategy typologies cannot fully explain. By assuming that public service providers must follow strategies best suited to their internal and external conditions for improved performance, we evaluate the significance of ‘fit’ between alternative strategic stances and organizational characteristics. Compromising the delivery of a strategy invariably leads to a misfit between strategy and what the service provider is actually doing. We highlight how to optimize strategic fit, to maximize service provider performance. Conclusions are drawn for public management theory and practice.     

Drugs and Dirty Wars: intelligence cooperation in the global South

Intelligence is a subject dominated by an Anglospheric lexicon. Little is known of intelligence in the global South, still less of intelligence cooperation. Since 9/11 Western democracies have sought to intensify their intelligence alliances across the world in the Middle East, Latin America, Africa and Asia as part of a US-led ‘war on terror’. However, the conceptualisation of intelligence and the nature of secret service cooperation—often referred to as ‘liaison’—remains dominated by concepts derived from Western technocratic Cold War surveillance. This article calls for a re-examination of intelligence cooperation based on activity ‘beyond the Anglosphere’. It attempts to redefine what intelligence is in the global South and explores the texture of South–South cooperation using Latin American examples. It offers an alternative model of intelligence liaison focused on opportunistic cooperation in the context of drugs and dirty wars.     

LEADERSHIP IN PUBLIC SERVICES NETWORKS: ANTECEDENTS,PROCESS AND OUTCOME

In this article, the authors examine the implementation of policy aimed to promote the role of organizational networks and distributed leadership in the establishment and consolidation of public service reform. In theory, leadership and networks should complement each other, with the less hierarchical logic of the network allowing leadership of change, distributed among network members, rather than led from a single organizational apex, to flourish. In practice, as a consequence of inherent bureaucracy, power differentials between network participants, and a strong centralized performance management policy regime, a relatively parsimonious form of distributed leadership is enacted, with the networks tending towards ‘managed partnerships’.     

Work Values of Public,Nonprofit, and Business Employees: A Cross-Cultural Evidence

Employees’ work values, or beliefs about desirability of certain work attributes and outcomes, are believed to drive their motivation to work and stay in certain settings. This article compares work values of business, government, and nonprofit employees in a sample of nations with different cultural orientations—Germany, India, South Korea, Russia, South Africa, and the US. Results showed significant relationship between a country and work values variables, suggesting that a country's culture may have a potential to influence what individuals value in work. Additionally, employees of government, business, and nonprofit sectors differed in their work values in all six countries.     

The BRICS and global governance: China’s contradictory role

The impact of rising powers generally and the BRICS - Brazil, Russia, India, China and South Africa - in particular on the existing global order has become controversial and contested. Donald Trump’s nationalist foreign policy agenda has raised questions about the BRICS willingness and capacity to provide leadership in place on an American administration that is increasingly inward looking. As a result, the rise of BRICS poses potential normative and structural challenges to the existing liberal international order. Given its geoeconomic significance, China also poses a potential problem for the other BRICS, as well as the governance of the existing order more generally. Consequently, we argue that it will be difficult for the BRICS to maintain a unified position amongst themselves, let alone play a constructive role in preserving the foundations of ‘global governance’.