Reform and Transition in Public Administration Theory and Practice in Greater China

Su, Tsai‐Tsu; Walker, Richard M.; Xue, Lan

doi:10.1111/padm.12030

Cited by 27 publications

(23 citation statements)

References 26 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…We aim to address the gaps in existing research by examining the relationship between servant leadership and organizational commitment in the context of the Chinese public sector. Our study thus responds to the calls from Parris and Peachey () for more investigation of servant leadership within public organizations, and from Su et al () for more focused research about Chinese administration that allows hypothesis testing.…”

Section: Introductionsupporting

confidence: 65%

Servant Leadership, Trust, and the Organizational Commitment of Public Sector Employees in China

Miao

Newman

Schwarz³

et al. 2014

Public Administration

167

142

View full text Add to dashboard Cite

So‐called servant leaders strive selflessly and altruistically to assist others before themselves, work to develop their followers' greatest potential, and seek to benefit the wider community. This article examines the trust‐based mechanisms by which servant leadership influences organizational commitment in the Chinese public sector, using data from a survey of civil servants. Quantitative analysis shows that servant leadership strongly influences affective and normative commitment, while having no impact on continuance commitment. Furthermore, we find that affective trust rather than cognitive trust is the mechanism by which servant leadership induces higher levels of commitment. Our findings suggest that in a time of decreasing confidence levels in public leaders, servant leadership behaviour may be used to re‐establish trust and create legitimacy for the Chinese civil service.

show abstract

Section: Introductionsupporting

confidence: 65%

Servant Leadership, Trust, and the Organizational Commitment of Public Sector Employees in China

Miao

Newman

Schwarz³

et al. 2014

Public Administration

167

142

View full text Add to dashboard Cite

show abstract

“…citizen participation, performance feedback and accountability, and performance reporting) vary across different performance dimensions. To the best of our knowledge, this is one of the first studies to quantitatively investigate the performance effect of government PM in China, a large developing country governed by a strong authoritarian regime (Su et al ). The findings reported in this article contribute to the literature on PM, citizen participation, and public service improvement.…”

Section: Introductionmentioning

confidence: 99%

Performance Management and Citizen Satisfaction With the Government: Evidence From Chinese Municipalities

2016

Public Administration

View full text Add to dashboard Cite

Despite the fact that performance management has been ubiquitously adopted in the public sector across the world today, there is limited and inconclusive evidence that it improves citizen satisfaction with the government. In this article, we use survey data and multilevel modelling to analyse the effects of multiple performance management components on citizens' perceptions of government performance across 19 major cities in China. The results reveal that performance management does have a positive impact on citizen satisfaction. In addition, citizen participation, performance feedback and accountability, and information openness are positively associated with citizen satisfaction along various performance dimensions in different magnitudes. While we should take account of and mitigate its unintended consequences, our results suggest that it is still promising for public organizations to implement performance management.

show abstract

“…Similar studies find a general lack of familiarity among many Western policy scholars and administrators concerning Asian nations’ policy practices, challenges, opportunities, and achievements (Su et al. ; Wu et al. ).…”

mentioning

confidence: 81%

Defining Asia Capabilities for Australia's Public Service

Bice

Merriam²

2016

Aust J Public Adm

View full text Add to dashboard Cite

Twenty-three years ago, questions posed in this journal asked whether and how the Australian public service was prepared to engage effectively in Asia. More recent meta-analyses of public policy scholarship suggest that Western policy scholars and administrators continue to pay limited attention to Asian policymaking, despite the rise of Asia in the 21st century. This article contributes a research-derived Asia capabilities framework for Australia's public service, distilled from a qualitative study with public administration leaders at Commonwealth, state, and local government levels. It taps scholarly literature in 'cultural intelligence', global leadership competencies, and training to provide a robust conceptual underpinning for the framework. The framework defines the knowledge, skills, capabilities, and experiences vital for Australia's public service to engage effectively with the region in a rapidly changing policy environment.

show abstract

Reform and Transition in Public Administration Theory and Practice in Greater China

Cited by 27 publications

References 26 publications

Servant Leadership, Trust, and the Organizational Commitment of Public Sector Employees in China

Servant Leadership, Trust, and the Organizational Commitment of Public Sector Employees in China

Performance Management and Citizen Satisfaction With the Government: Evidence From Chinese Municipalities

Defining Asia Capabilities for Australia's Public Service

Contact Info

Product

Resources

About