Getting One's Way in Policy Debates: Influence Tactics Used in Group Decision-Making Settings

This study moves beyond traditional approaches to public administration and public policy decision making to consider how interpersonal influence tactics affect policy decisions in group decision-making settings. Decision makers reported their own use of interpersonal influence tactics to achieve policy objectives, as well as those used against them. Responses were compared to individual decisions made over the course of policy-formulation meetings. The results indicate that the most popular techniques were inspirational appeals and rational persuasion. The most effective techniques for influencing participants varied according to the type of decision to be made: During the visioning process, coalition tactics and inspirational appeals proved most effective; for more concrete decisions about current issues, rational persuasion, inspirational appeals, and consultation influenced decisions.     

Communicating the Vision: How Face‐to‐Face Dialogue Facilitates Transformational Leadership

For public managers facing political and structural constraints, transformational leadership promises to meaningfully improve outcomes by communicating an inspiring vision of the organization. But this promise rests to a great degree on the communication skills and behaviors of the leader. A better understanding of how transformational leadership functions in organizations therefore requires a deeper application of theory from the field of communications. This article explores the question of what communication behaviors facilitate transformational leadership. A media richness framework is applied to propose that transformational leaders will be most effective when employing a face‐to‐face dialogue approach to communication. Using a multisource longitudinal research design, the authors find support for this proposition in an empirical test of 256 Danish tax units, lower and upper secondary schools, child care centers, and bank branches. The findings also show that size matters, with diminishing effectiveness of face‐to‐face dialogue in larger organizations.     

Does Perceived Societal Impact Moderate the Effect of Transformational Leadership on Value Congruence? Evidence from a Field Experiment

Transformational leadership, it is argued, aligns employees' values with those of their organization. Empirical research has found a positive relationship between transformational leadership and value congruence. Yet studies rely predominantly on cross‐sectional research designs that limit causal conclusions and have not uncovered the potential contextual conditions of this argument. This article argues that transformational leadership positively affects value congruence in public service organizations, but only when employees see that their jobs impact the well‐being of other people and society. To test the relationship between transformational leadership and value congruence and the moderating effect of perceived societal impact, the article combines a field experiment on 79 managers of public service organizations and a balanced survey panel of their 583 employees. Consistent with the expectation, results indicate heterogeneous treatment effects, implying that employees' perceived societal impact is important to consider when transformational leaders strive to align the values of individual employees and the organization.     

A comparison of instruments for assessing competency to stand trial

The present study compared two instruments for assessing competency to stand trial, The Competency Screening Test and a revised version of The Georgia Court Competency Test. in a sample of 140 defendants admitted to the forensic unit of a state hospital for court-ordered pretrial evaluation. Scores on the tests were used to predict staff decisions about competency. Correlates of scores on the two tests also were examined. The tests were highly correlated with one another and with the decisions of forensic examiners. Although neither of these instruments should provide the sole basis for competency decisions, both may be useful components of a comprehensive program of competency evaluation.Portions of this paper were presented at the annual convention of the American Psychological Association, Washington, D.C., August, 1986.     

Cultural Theory and Democratizing Functional Domains, the Case of Danish Housing

In the last decade experiments with decentralized democratic governance and citizen involvement have been launched throughout Europe in functional domains as varied as housing, environmental planning, primary schools and care for the elderly. This article analyses such democratization processes through the lense of cultural theory as formulated by Thompson, Ellis and Wildavsky (1990). It argues that cultural theory provides a framework for understanding why formal democratic rights and rules are not necessarily matched by democratic images among actors. It draws on empirical material from the Danish social housing sector, which is widely recognized for its decentralized governance system and extensive tenant involvement.     

Constraining a Shadowy Future: Enacting APAs in Parliamentary Systems

Single‐party parliamentary governments often have no institutional checks on their authority. Such governments can pass and implement policies constrained only by the need to maintain party loyalty and win elections. Literature on delegation suggests that such governments would never adopt reforms such as Administrative Procedures Acts (APAs) that are designed to constrain this freedom. Nevertheless, such governments do pass APAs: Greece, Portugal, Romania, Spain, and Sweden have all done so in the past 30 years. We argue that the possibility of losing power motivates parliamentary governments, both single‐party and coalition, to trade current policy loss for future gain with APAs.     

Cultural dimensions of South African employees and internal organisational communication satisfaction

Abstract

This article aims to help communication practitioners know which cultural dimensions are associated with communication satisfaction. The meta-theoretical framework is the Excellence Theory of Public Relations and Communication Management (Dozier, Grunig and Grunig 1995, 35). The conceptual theoretical framework; cultural dimensions by Geert Hofstede (Hofstede and Hofstede 2005, 39) and communication satisfaction by Downs and Hazen (1977, 68) and Gray and Laidlaw (2004, 427) fit into the Excellence Theory of Public Relations and Communication Management. The research design was a quantitative survey with an online questionnaire as a data collection method distributed among a random sample. Validity was improved through pilot tests and the sampling technique. In terms of reliability this survey's scores sufficed as accurate and consistent, scoring above the acceptable score of 0.7 (Van Heerden 2001); 0.72 for national culture and 0.83 for communication satisfaction. Regression analysis was used to analyse the relationship between cultural dimensions (independent variables) and communication satisfaction (dependent variable). The findings clearly showed that national cultural dimensions have significant relationships with communication satisfaction. The implication was that internal communication practitioners could now be informed about the dynamics of the interaction between the cultural dimensions prevalent amongst South African employees and internal organisational communication satisfaction.