Developing a short scale to assess public leadership

Vogel, Dominik; Reuber, A. Rebecca; Vogel, Rick

doi:10.1111/padm.12665

Cited by 29 publications

(30 citation statements)

References 45 publications

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“…These were, "thinking about your most recent contact with police answer, the police were efficient," "the police did their job and took appropriate action," "the police were prompt," and "the police kept me informed and followed up." The accountability of the police officials was measured with 3-items adapted from Vogel, Reuber, and Vogel (2020). The sample items included police officials/institution "explain their actions to citizens," "inform citizens about the way of their working," and "strives to ensure that they openly and honestly share the actions of the individuals and institution with citizens.…”

Section: Study Measuresmentioning

confidence: 99%

Predictors of Citizens' Satisfaction and Trust in Police as a Function of Good Governance and Cooperative Culture

Rudhanto¹

2022

J Ethn Cult Stud

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The role of police institutions in developing law-and-order situations and protecting citizens’ lives and valuables is of immense importance worldwide. Based on the social learning theory, the current study examines the extent to which police performance, accountability, and moral alignment with the community develop and enhance the trust among the citizens via an underlying mechanism of their satisfaction level with police institutions based on their services’ delivery. Data were collected from the citizens of various administrative units in Jakarta, Indonesia. Structural equation modeling using SmartPLS 3.3.3 software was applied to assess the variables' psychometric properties and verify the study's hypothesized links. The results revealed the significant and positive impact of police performance, accountability, and alignment with moral values on citizens' trust directly and via an underlying mechanism of citizens' satisfaction. However, the intensity of the results varied, and the accountability of the police was the strongest predictor of citizens' trust. In addition, the current study brings valuable insights for academicians and practitioners to focus more on training police officials to make them responsible for fulfilling their obligations towards the citizens based on their higher level of recognition of accountability towards the nation.

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Section: Study Measuresmentioning

confidence: 99%

Predictors of Citizens' Satisfaction and Trust in Police as a Function of Good Governance and Cooperative Culture

Rudhanto¹

2022

J Ethn Cult Stud

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“…In this context, managing the COVID-19 crisis highlights the critical need for effective public leadership, a form of collective leadership in which public bodies and agencies collaborate to generate public value for the common good (Brookes, 2011; Getha-Taylor et al , 2011). While some scholars focus on a narrow definition of public leaders as administrative officials that manage government and non-profit agencies (Van Wart, 2013; Vogel et al , 2020), a broader view also includes elected political leaders (Ospina, 2017). Among the many competing demands public leaders face, two that are commonly highlighted in the literature are the tension between political responsiveness and administrative responsibility as well as the changing nature of leadership roles amidst increasing cross-sectoral collaboration (Kirlin, 1996; Jung et al , 2008; Vogel and Masal, 2015).…”

Section: Introductionmentioning

confidence: 99%

Public health leadership in the times of COVID-19: a comparative case study of three countries

Glenn

Chaumont

Dintrans

2020

IJPL

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PurposeThe purpose is to understand the role of public leadership during the COVID-19 pandemic and advocate for a more active role of public health professionals in helping manage the crisis.Design/methodology/approachThe authors use the framework developed by Boin et al. (2005) on crisis leadership. The authors focus on three of the core tasks – sense-making, decision-making and meaning-making – that are relevant to explain the role of public leaders during the ongoing crisis. The authors draw from the experience of three countries – Chile, France and the United States – to illustrate how these tasks were exercised with concrete examples.FindingsSeveral examples of the way in which public leaders reacted to the crisis are found in the selected countries. Countries show different responses to the way they assessed and reacted to the COVID-19 as a crisis, the decisions taken to prevent infections and mitigate consequences, and the way they communicate information to the population.Practical implicationsA better understanding public leadership as a key for better crisis management, particularly for designing policy responses to public health crises. Public health leaders need to assume a more active role in the crisis management process, which also implies the emergence of a new class of public health leaders and a more prominent role for public health in the public eye.Originality/valueThe use of examples from three different countries, as well as the focus on the core leadership tasks during an ongoing crisis help not only assessing the crisis management but also extracting lessons for the coming months, as well as future public health emergencies. The three authors have a first-hand experience on the evolution of the crisis in their countries and the environment, since they are currently living and working in public health in Chile, France and the United States.

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“…The literature on leadership in the public sector has focused on different types of leadership, such as transformational, transactional, and servant leadership, which have been measured through surveys administered to leaders and their subordinates (Jacobsen and Andersen 2015;Oberfield 2014;Schwarz et al 2016). Recent studies have also suggested specific aspects of public leadership and developed survey instruments to obtain information about these leadership behaviors (Tummers and Knies 2016;Vogel, Reuber, and Vogel 2020). The aim of our study is not so much to focus on specific aspects of leadership but rather to investigate how self-reported measures of leadership, in general, can be affected by nonresponse bias.…”

Section: Introductionmentioning

confidence: 99%

Nonresponse bias in public leadership research: an empirical assessment

Vogel

Jacobsen

2021

International Public Management Journal

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Self-reported measures of leadership are widely used in public management research, but nonresponse bias poses a threat to the validity of these data. Although this measurement problem is acknowledged, it has received limited empirical attention because nonresponse bias is inherently challenging to study. To address this issue, we examine nonresponse bias among public managers by analyzing multilevel surveys of managers and employees in which we can compare employee ratings of leadership for both responding and nonresponding managers. Using 16,531 employee responses spread over six datasets from three countries, we find only limited evidence of nonresponse bias in managers' self-reported leadership. Additional Bayesian analyses indicate that-overall-the data are indicative of the absence of substantial nonresponse bias. However, the results vary between datasets and call for more research on nonresponse bias in leadership research.

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Developing a short scale to assess public leadership

Cited by 29 publications

References 45 publications

Predictors of Citizens' Satisfaction and Trust in Police as a Function of Good Governance and Cooperative Culture

Predictors of Citizens' Satisfaction and Trust in Police as a Function of Good Governance and Cooperative Culture

Public health leadership in the times of COVID-19: a comparative case study of three countries

Nonresponse bias in public leadership research: an empirical assessment

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