Leadership and Public Service Motivation in U.S. Federal Agencies

Park, Sung Min; Rainey, Hal G.

doi:10.1080/10967490801887954

Cited by 242 publications

(237 citation statements)

References 69 publications

Supporting

Mentioning

205

Contrasting

Unclassified

Order By: Relevance

“…The transformational leader encourages new ideas and practices by supporting subordinates with sufficient autonomy and discretion for innovation to emerge (Gumusluoglu & Ilsev, 2009). Similarly, transformational leadership has been shown to increase employee empowerment even in public sectors associated with high levels of bureaucracy and a strict hierarchy (Park & Rainey, 2008). …”

Section: Transformational Leadershipmentioning

confidence: 99%

Exploring leadership styles for innovation: an exploratory factor analysis

Wipulanusat

Panuwatwanich

Stewart

2017

Engineering Management in Production and Services

View full text Add to dashboard Cite

Leadership plays a vital role in building the process, structures, and climate for an organisation to become innovative and to motivate team expectations toward innovations. This study explores the leadership styles that engineers regard as significant for innovation in the public sector. Exploratory factor analysis (EFA) was conducted to identify the principal leadership styles influencing innovation in the Australian Public Service (APS), using survey data extracted from the 2014 APS employee census comprising 3 125 engineering professionals in Commonwealth of Australia departments. EFA returned a two-factor structure explaining 77.6% of the variance of the leadership for innovation construct. In this study, the results from the EFA provided a clear estimation of the factor structure of the measures for leadership for innovation. From the results, the two factors extracted were transformational leadership and consideration leadership. In transformational leadership, a leader values organisational objectives, inspires subordinates to perform, and motivates followers beyond expected levels of work standards. Consideration leadership refers to the degree to which a leader shows concern and expressions of support for subordinates, takes care of their welfare, treats members as equals, and displays warmth and approachability. These findings highlight the role of leadership as the most critical predictor when considering the degree to which subordinates strive for creativity and innovation. Both transformational and consideration leadership styles are recommended to be incorporated into management training and development programs. This study also recommends that Commonwealth departments recruit supervisors who have both of these leadership styles before implementing innovative projects.

show abstract

Section: Transformational Leadershipmentioning

confidence: 99%

Exploring leadership styles for innovation: an exploratory factor analysis

Wipulanusat

Panuwatwanich

Stewart

2017

Engineering Management in Production and Services

View full text Add to dashboard Cite

show abstract

“…Consistent with these three processes, several studies have found that transformational leadership increases behavior characteristic of developmental cultures such as employee empowerment (Howel and Avolio, 1993;Park and Rainey, 2008), creativity and innovation (Jung, Chow and Wu, 2003;Shin and Zhou, 2001;Sosik, Kahai and Avolio, 1998).…”

Section: Transformational Leadership and Developmental Culturementioning

confidence: 81%

“…Third, through the provision of inspirational and motivating vision, transformational leaders help employees see connections between their values and the values of the organization that increases the degree to which employees will incorporate the organization's goals into their sense of identity so that they are more likely to find meaning and self affirmation from the organization's work (Weiss, 1996;Weiss and Piderit, 1999;Wright, 2007;Wright and Pandey, forthcoming). In other words, by linking follower identities or values to those of the organizations, transformational leaders increase their followers intrinsic motivation to perform their duties (Jung, Chow, and Wu, 2003;Park and Rainey, 2008;Wright, Moynihan and Pandey, 2009). Intrinsic motivation, in turn, has been found to increase creativity (Amabile et al 1994;Shin and Zhou, 2001;Zhou 1998) perhaps because such motivation helps employees overcome the fear of taking risks or challenging status quo.…”

Section: Transformational Leadership and Developmental Culturementioning

confidence: 99%

Leadership and Reform: Mapping the Causal Pathways of Performance Information Use

2009

View full text Add to dashboard Cite

This paper offers empirical evidence on a specific question: how does leadership foster the use of performance data? More broadly, it informs the ways in which we understand how leadership can influence the implementation of management reforms. Previous research suggests that leadership matters to performance information use among their employees, but underspecifies the causal processes by which this influence occurs. This paper uses structural equation modeling to suggest that transformational leadership has a positive but indirect effect on performance information use via two mediating factors: goal clarity and organizational culture. The results inform studies of leadership and reform by demonstrating how leadership can foster the effectiveness of new management systems. Even where leadership does not have a direct relationship on the reform outcome, it can still exert important indirect effects that could easily be missed by most methodologies.2

show abstract

“…Moreover, Park and Rainey (2008) presented evidence that PSM was indirectly related to the quality of work. However, there is also evidence that other norms, such as professional norms and standards, explain quality better than public service motivation (Andersen 2009).…”

Section: Previous Findings On the Psm-performance Relationshipmentioning

confidence: 99%

The role of public service motivation in performance. Examining the potentials and pitfalls through an institutional approach

2017

Bestuurskunde

View full text Add to dashboard Cite

Cover designEsther Ris, www.proefschriftomslag.nl Internal designMadelief Brandsma grafisch ontwerp, Arnhem English editingGiles Stacey, Englishworks PrefaceBeing a public service motivation (PSM) scholar is great. People seem to always think about your research topic -the motivational drive to contribute to society unselfishly, even being willing to sacrifice yourself for society -and have an opinion about it. For instance, whenever colleagues needed help they would immediately assume (and express) that I would help them because I am very public service motivated (just as someone studying consumerism in sports is a sports consumer and someone focusing on transparency is fully transparent… the force of logic is strong in science). Getting coffee is something I would of course sacrifice myself for -would it not contribute to society because coffee was essential for others to finish their PhD? Actually, on this last point I have to agree as the coffee trips to IJs& Zopie were crucial in finishing this book. Moreover, at parties when I would tell about my dissertation (yes, I go to very exciting parties!) and state that I study the motivation of public servants, the reaction was usually: "Then you must be finished quickly" followed by a rant on lazy and unresponsive public servants… Luckily, I found that these public servants were motivated enough that it remained interesting for me to study for four years (full-time!).A common question asked to any PhD is why? Why spend four years on one topic? And why this topic? As a student I wrote every paper on the European Union. I wrote my high school final project on the potential success and failure of the expansion of the European Union and my bachelor thesis on the (lack of) Europeanisation in Dutch municipalities. Then why switch to public service motivation? I guess the main reason is that I have always felt a fascination for those people in our society that try to make it a better place to live, sacrificing their time and energy often above what is asked of them, and even putting their lives on the line. I have heard them being described as self-interested, lazy bureaucrats but that was not my impression and I therefore wanted to know more about their drive to work for society. I have not been disappointed in that regard, as I have had the fortune to meet many inspiring public employees that do their work with incredible passion. What wondered me was the general proposition in the literature that highly public service motivated employees will perform better in their job than those with lower levels of PSM. Did it not matter what situation you are in? What would happen if a public servant that really wants to contribute to society does not feel able to do so through his or her work? We have all encountered situations in which we were motivated but were thwarted in reaching our goals.When finishing a PhD for instance, you encounter difficulties such as organizations that do not respond, time constraints and losing sight of the goal. The title of my research process co...

show abstract

Leadership and Public Service Motivation in U.S. Federal Agencies

Cited by 242 publications

References 69 publications

Exploring leadership styles for innovation: an exploratory factor analysis

Exploring leadership styles for innovation: an exploratory factor analysis

Leadership and Reform: Mapping the Causal Pathways of Performance Information Use

The role of public service motivation in performance. Examining the potentials and pitfalls through an institutional approach

Contact Info

Product

Resources

About