Something old,something new,something borrowed: Explaining varieties of professionalism in citizen collaboration through identity theory

Public professionals are increasingly involved in collaborative relationships with citizens to design, implement and evaluate public services. We investigate how actors derive a specific social identity from the institutional logic of cross‐sectoral collaboration and how this social identity translates into the self‐identities of professionals. Based on an analysis of 44 semi‐structured interviews in Germany, we examine how public professionals combine the different social identities in collaborative projects and extract three varieties of professionalism: the protective professional, the tripartite professional and the collaboration professional. Our study contributes to recent discussions on hybrid identities and identity conflicts in public management. The findings raise questions on the compatibility of different social identities in collaborative settings and thus shed light on the difficulties public professionals face in citizen collaboration.     

Changes in Prosocial Motivation over Time: A Cross-Sector Analysis of Effects on Volunteering and Work Behavior

A gap in research on prosocial motivation is that very little is known about its change across time, let alone, how such changes affect employee behavior. Using multiple waves of panel data, covering a period of sixteen years, this article finds that prosocial motivation is mostly stable, and there are no broader socialization effects in the private and public sector. However, when prosocial motivation increases, it leads to increases in either work or volunteering behavior, suggesting that public employees may use alternative outlets to realize their motivation if such motivational capital cannot be linked to the mission of their organizations.     

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.     

Reviews and notes

Liberal legality and class struggle: A review essay * My thanks to Steve Fisher and Mary Harnish for their constructive comments on this essay.

Political Opposition in Poland, 1954–1977 by Peter Raina, Poets’ and Painters’ Press, 146 Bridge Arch, Sutton Walk, London Sel 8XU, 1978, 584 pages.

Dialectical Phenomenology: Marx's Method. By Roslyn Wallach Bologh. Boston: Routledge & Kegan Paul, 1979. Pp. xiii + 287.

Fox vs Brown: Academic Freedom and the State     

How is the Use of Performance Information Related to Performance of Public Sector Professionals? Evidence from the Field of Academic Research

There is inconclusive evidence as to how performance management is actually related to performance, particularly in subfields of the public sector where professional work prevails. We propose that the association between the use of performance information and performance of public sector professionals varies with the targets of management control. We test our hypotheses in the field of academic research, a prime example of professionalism in the public sector. The overall results of an online survey with 1,976 observations suggest that performance management is positively related to publication performance when performance information is used for the control of input targets. In contrast, we find negative associations of performance information with performance when used to control output targets. Public managers in professional fields should consider these countervailing relationships when they compose and use control systems.     

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.