This article examines whether the public holds biased perceptions of public organizations (in this case, hospitals) in the United States and whether organizations get credit for positive results from program evaluations. Using an experimental design that replicates Hvidman and Andersen's 2016 Danish study, the study finds no negative public sector biases in the United States, but organizations are not given any credit for positive program evaluations. These results hold in two experimental replications. The implications of the findings for the measurement of public perceptions of government programs and for effective democratic governance are discussed. Evidence for Practice• Performance appraisal results generated by an agency do not appear to affect public evaluations of that agency. • U.S. public hospitals are not perceived more negatively than private hospitals in terms of efficiency, effectiveness, red tape, or benevolence. • Experiments on citizen evaluation need to be replicated in specific agency and national contexts.• Practitioners need to be especially careful about arguments related to efficiency and whether reliable measures of efficiency are possible.

The interaction between leaders and employees plays a key role in determining organizational outcomes and performance. Although the human resources management literature posits positive effects of leadership behaviors on employee job satisfaction, the causal path between the two is unclear due to potential endogeneity issues inherent in this relationship. To address the issue, we first provide theoretical explanations about why and how transformational and transactional leadership behaviors would enhance employee job satisfaction. Second, we test the relationship between leadership behaviors and employee job satisfaction using panel data from a year-long randomized field experiment that engaged leaders and employees from hundreds of public and private organizations in Denmark. Primary findings suggest that although leadership training does not have direct effects on changes in employee job satisfaction, leadership-training-induced changes in leadership behaviors (transformational leadership and verbal rewards) are positively related to changes in job satisfaction.

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This article explores how various dimensions of market structure, often used to measure organizational crowding, affect the fiscal health of nonprofit organizations. Using 2011 National Center for Charitable Statistics (NCCS) nonprofit sector data, our findings generally support population ecology’s model of a curvilinear relationship between density and days of spending. However, we also find that single dimensions of market structure do not fully capture the effects of market competition. Increasing density has a negative effect on the fiscal health of organizations in markets in which resources are more evenly distributed among actors, whereas increasing density of organizations has a positive effect on organizational fiscal health in markets in which resources are less evenly distributed among actors. These results are sensitive to different specifications of fiscal health and field of nonprofit activity.

This study reports on the effectiveness of a year-long field experiment involving training in transformational and transactional leadership in the public and private sectors. Using before and after training assessments by employees of several hundred Danish leaders, the analysis shows that transformational leadership training is associated with increases in behaviors linked to both transformational leadership and the use of verbal rewards, but only for public sector organizations. There is no impact in private sector organizations. Transactional leadership training appears to be equally effective in stimulating the use of pecuniary rewards in both public and private organizations.