Assessing public leadership styles for innovation: a comparison of Copenhagen, Rotterdam and Barcelona

Abstract

This article explores which leadership qualities public managers regard as important for public innovation. It is based on a survey of 365 senior public managers in Copenhagen, Rotterdam and Barcelona. Five perspectives on leadership were identified and tested using a number of items. Some of these proved to be more robust than others. Analysis of the three cities reveals a nuanced set of leadership styles, which include a transformational style, and one that is more dedicated to motivating employees, risk-taking and including others in decision-making. This suggests the need for more research on leadership and public-sector innovation.

How Leadership and Public Service Motivation Enhance Innovative Behavior

“…Frequently, more rules, controls, and constraints that limit the acceptable behavior of civil servants, rather than innovation, are considered to be a remedy in the case of performance deficiencies ( Kelman 2008 ). However, public organizations must change frequently because of shifts in public policy and priorities (Ricard et al 2017). Innovative practices can help public sector organizations address changes and stakeholder expectations and provide legitimacy for the government as an institution that creates public value ( Moore 2014 ).…”

“…Fernandez and Rainey (2006 ) emphasized that management practices are important for employee acceptance of change. Despite some evidence that entrepreneurial leadership may be effective in promoting innovative outcomes in the public sector (Ricard et al 2017), there is limited knowledge of the underlying psychological processes that link entrepreneurial leadership with the innovative behavior of individual employees.…”

“…Second, by providing advice and support to subordinates and acting as entrepreneurial role models that may be emulated by subordinates, entrepreneurial leaders increase subordinates ' confidence that they are able to do what is required of them. For example, in a study of 365 senior public managers from three large European cities, Ricard et al (2017) found that entrepreneurial leaders provide employees with learning opportunities. This should enhance their perceptions of competence .…”

Azwar Anas and Innovation in Local Government: A Phronesis Leadership Study

“…Kim and Yoon (2015) mentioned that transactional leadership is still important to accelerate cultural change in organizations. On the other hand, transformational leadership styles, and styles that are more dedicated to motivating employees, taking risks and including others in decision making are also considered important by public personnel (Ricard, Klijn, Lewis, & Ysa, 2017).…”

An Analytical Study on Public Leadership Styles Influencing Organizational Effectiveness of Indian Public Sector Banks: Today and Tomorrow

“…The public sector and public leadership both are dynamic fields (Van Wart, ). Ricard, Klijn, Lewis, and Ysa () conducted research on the managers of three cities to assess the different public leadership styles and their impact on decision making. Ricard et al found that public leadership is influenced by transformational leadership to a great extent.…”