Only When We Agree! How Value Congruence Moderates the Impact of Goal‐Oriented Leadership on Public Service Motivation

Questions of how and when managers can motivate the workforce of public organizations are fundamental for scholars and practitioners alike. A dominant assertion is that goal‐oriented leadership strategies, such as transformational leadership, foster public service motivation (PSM). However, existing studies rely on designs that are vulnerable to endogeneity and rarely investigate the scope conditions of the leadership‐PSM relationship. Combining a field experiment with 364 managers and surveys of their 3,470 employees, the authors show that transformational leadership and transactional leadership, when induced experimentally, do not have the claimed positive effect on PSM. In fact, the results indicate that goal‐oriented leadership can have demotivating effects when employee and organizational values are incongruent. Public managers should therefore carefully assess existing levels of value (in)congruence before implementing goal‐oriented leadership strategies, and—in case of value conflicts—seek to align perceptions of the desirable among members of the organization.     

Mapping and Explaining Parliamentary Rule Changes in Europe: A Research Program

We outline a comprehensive research program on institutional reforms in European parliaments. Original data show that parliamentary rules in Western European parliaments have been changed frequently and massively during the period from 1945 to 2010 suggesting that actors use institutional reforms as a distinct strategy to pursue their substantive goals. We discuss how institutional instability affects existing theoretical and empirical arguments about institutional effects. Furthermore, we present four ideal‐typical approaches to analyzing rule changes, present new software tools for identifying and coding changes in large text corpora, and demonstrate their usefulness for valid measurement of the overall change between subsequent text versions.     

Enhancing the effectiveness of international development: a systems approach

Every day 25,000 people die of hunger and hunger-related causes. While it is recognised that the international development system is not as effective as it should be, years of endeavours to achieve greater harmonisation of international aid and to create an effective architecture pass by without adequate results. The article introduces a framework for enhancing the effectiveness of the international development system, based on fundamental concepts of Systems Thinking. It discusses the complex systemic challenges to development and suggests that more effective control is a key precondition for greater effectiveness in development as a whole.     

Politicising European security: from technocratic to contentious politics?

Security provision in and by the EU has become an issue of increasing public interest and controversy. There are diverse and growing demands and critiques from different political camps towards the EU while EU institutions, in turn, utilise their security function as a resource for authority construction and self-legitimation. More recently, European security has also become intertwined with contemporary “crises” that turned it into an arena for the negotiation of fundamental conflicts, often revolving around questions of identity and sovereignty. This paper argues that these developments represent a significant change of European security and its politics that existing approaches linking the field to depoliticisation cannot adequately capture. To fill this gap, this paper suggests applying a politicisation perspective that, so far, has focused on the European integration project as such or the “Eurozone crisis” to the purportedly special security field.     

Exploring the foundational origins of public service motivation through the lens of behavioral genetics

Despite the proliferation of research on public service motivation (PSM), fundamental questions about its origins continue to evade scholars: Is PSM driven by genetics, socialized through experiences, or both? If PSM is socialized, when does socialization occur? Answering these questions is critical for reconciling the state versus trait debate, and for assessing the validity of practical implications prescribed by PSM studies. Utilizing “nature's own experiment,” we adopt a classical twin design with 1035 twin pairs to identify how genetic heritability, a common environment, or unique environment and experiences can explain variation in PSM. Results show that PSM is heavily influenced by individuals' unique environments and experiences; not by genetics. This lends strong evidence to PSM's uniqueness as a motivational construct as related “other-regarding” concepts show sizeable genetic components. Finally, our results corroborate that PSM is a human resource with dynamic properties organizations can cultivate to enhance productivity in public service workforces.