Pulling the Levers: Transformational Leadership, Public Service Motivation, and Mission Valence

Wright, Bradley E.; Moynihan, Donald P.; Pandey, Sanjay K.

doi:10.1111/j.1540-6210.2011.02496.x

Cited by 452 publications

(518 citation statements)

References 75 publications

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“…Emphasis on the mission of an organisation makes transformational leadership particularly effective in the public sector given the service and community-oriented characteristics of their responsibilities (Wright & Pandey, 2009). Furthermore, Wright et al (2012), in their national study of city managers and department heads, found that transformational leadership was associated with a developmental culture characterised by innovation, entrepreneurial risk-taking, and growth. The transformational leader encourages new ideas and practices by supporting subordinates with sufficient autonomy and discretion for innovation to emerge (Gumusluoglu & Ilsev, 2009).…”

Section: Transformational Leadershipmentioning

confidence: 99%

Exploring leadership styles for innovation: an exploratory factor analysis

Wipulanusat

Panuwatwanich

Stewart

2017

Engineering Management in Production and Services

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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.

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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

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“…Recently, greater attention has been paid to the charismatic features of leadership (Trottier et al 2008;Northouse 2010;Wright and Pandey 2010;Wright et al 2012). Transformational leadership, for example, is a charismatic style that helps answer the call for change in organizations (e.g., improved effectiveness), the need of organizations to adapt to ever-changing external factors (e.g., funding), and the need to motivate and empower a workforce during times of uncertainty (e.g., economy conditions) (Shafritz et al 2007;Northouse 2010).…”

Section: Leadership Stylesmentioning

confidence: 99%

Effective Leadership in Public Organizations: The Impact of Organizational Structure in Asian Countries

Valero¹

2015

J. Contemp. East. Asia

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“…Nonprofit and public service leadership requires motivation toward doing good for the community and willingness to mobilize and build social capital to achieve the social mission of the organization (King, 2004;Quarter & Richmond, 2001), which mirrors servant leader motivation to serve others. Such leaders are intrinsically motivated to carry out their work rather than motivated by extrinsic means, and have a strong overlap between the organization's social mission and their personal values and goals (Perry, Hondeghem, & Wise, 2010;Wright, Moynihan, & Pandey, 2012). Given that nonprofit CEOs are motivated by intrinsic factors and by achieving a social mission, we suggest that it is more likely that these CEOs will be less concerned with their pay relative to their peers at other organizations.…”

Section: Serving Others Before Selfmentioning

confidence: 93%

Serving Others at the Expense of Self: The Relationship between Nonprofit CEO Compensation and Performance in Trade and Professional Associations

Saitgalina

Bennett

Reina

et al. 2018

J. Public Nonprof Aff.

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This paper investigates the organizational importance of relative CEO compensation in trade associations and professional societies. It is known that there is variation in how much pay is tied to performance in different subcategories of nonprofit organizations. However, instead of looking at how performance affects pay, we investigate how CEO compensation affects organization performance when CEOs are aware of their peer compensation and are able to influence their own. We hypothesized that CEOs who knowingly earn less will be associated with both greater financial and nonfinancial organizational performance. This altruistic perspective draws on theories from leadership and psychology rather than the more typical agency perspective and focuses on the alignment between CEO and stakeholders in a nonprofit setting. We find strong support for the relationship between lower relative CEO compensation and organization performance, while results for the moderating effect of organizational size are mixed.

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Pulling the Levers: Transformational Leadership, Public Service Motivation, and Mission Valence

Abstract: Bradley E. Wright is associate professor of political science at the University of North Carolina at Charlotte. His research focuses on how employee attitudes and behavior are infl uenced by the interaction between characteristics of the employee and their organizational work environment.

Cited by 452 publications

References 75 publications

Exploring leadership styles for innovation: an exploratory factor analysis

Exploring leadership styles for innovation: an exploratory factor analysis

Effective Leadership in Public Organizations: The Impact of Organizational Structure in Asian Countries

Serving Others at the Expense of Self: The Relationship between Nonprofit CEO Compensation and Performance in Trade and Professional Associations

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