Transformational Leadership and Mission Valence of Employees: The Varying Effects by Organizational Level

Pasha, Obed; Poister, Theodore H.; Wright, Bradley E.; Thomas, John Clayton

doi:10.1080/15309576.2017.1335220

Cited by 31 publications

(30 citation statements)

References 56 publications

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“…In the context of U.S. local government, Wright, Moynihan, and Pandey () find transformational leadership to be positively related to mission valence but only through public service motivation and goal clarity. Similarly, in the context of a U.S. state agency, Pasha et al () find indirect relationships between transformational leadership and mission valence through performance management and goal clarity. The lack of empirical evidence on a direct relationship between transformational leadership and mission valence, we argue, may be attributed to an overlooked role of leaders' communication of the vision.…”

Section: Transformational Leadership and Mission Valencementioning

confidence: 98%

Communicating the Vision: How Face‐to‐Face Dialogue Facilitates Transformational Leadership

Jensen

Moynihan

Salomonsen

2018

Public Administration Review

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For public managers facing political and structural constraints, transformational leadership promises to meaningfully improve outcomes by communicating an inspiring vision of the organization. But this promise rests to a great degree on the communication skills and behaviors of the leader. A better understanding of how transformational leadership functions in organizations therefore requires a deeper application of theory from the field of communications. This article explores the question of what communication behaviors facilitate transformational leadership. A media richness framework is applied to propose that transformational leaders will be most effective when employing a face‐to‐face dialogue approach to communication. Using a multisource longitudinal research design, the authors find support for this proposition in an empirical test of 256 Danish tax units, lower and upper secondary schools, child care centers, and bank branches. The findings also show that size matters, with diminishing effectiveness of face‐to‐face dialogue in larger organizations.

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Section: Transformational Leadership and Mission Valencementioning

confidence: 98%

Communicating the Vision: How Face‐to‐Face Dialogue Facilitates Transformational Leadership

Jensen

Moynihan

Salomonsen

2018

Public Administration Review

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“…Moreover, the use of agencies enables managers to use a more transactional, managerialist style, and to focus on cost reduction and performance systems (Pollitt, 2006), which might increase the administrative burden for individual employees. Employees might, therefore, fail to notice the organization's (societal) impact (Pasha, Poister, Wright, & Thomas, 2017). As a consequence, the satisfaction with the organization decreases.…”

Section: Organizational Focus On Resultsmentioning

confidence: 99%

How Creating Semiautonomous Agencies Affects Staff Satisfaction

Overman

2019

Public Performance & Management Review

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Structural reforms such as the creation of autonomous agencies are a widely heralded solution for a multitude of problems in the public sector. These reforms have effects on public employees. This article shows how the structural disaggregation of ministries into autonomous agencies affects staff satisfaction with the organization. The article discusses three cases, where Dutch public organizations were either disaggregated from a ministry or reaggregated to the ministry. These structural reforms constitute a quasiexperimental setting where effects on agency staff and parent ministry staff are compared. In one case, creating the agency led to a decrease in staff satisfaction with the organization as compared to the staff that remained within the ministry. A second case showed that these negative effects linger and can last for more than eight years. An inverse organizational change-reaggregation-caused inverse effects: increasing satisfaction with the organization.

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“…Leadership is a vague notion that must be conceptualized clearly when studied (e.g. Bass, 1985;Rost, 1993;Yukl, 2002;van Wart, 2013;Pasha et al, 2017). In this research, we focus on activities of organizational leaders who have a primary or sole focus on employees (van Wart, 2013).…”

Section: Frameworkmentioning

confidence: 99%

“…There is a general sense that pro-environmental leadership actions are lacking at all levels of government (Gallagher, 2012;Niu et al, 2018), reflected in delays in climate change action, slow funding growth (Wang, Hawkins, Lebredo, & Berman, 2012;Wang & Berman, 2014), and insufficient intergovernmental and international collaboration (McGuire & Silvia, 2010). A deficit in leadership behaviours that could have salient impact on motivating followers' proenvironmental actions is highlighted by the urgent need for sustainable urban transformation (Block & Paredis, 2013;Pasha, Poister, Wright, & Thomas, 2017;Gamso, 2018). These deficiencies are augmented by the fact that we know little about government leaders' motives for engaging in pro-environmental actions.…”

mentioning

confidence: 99%

Why administrative leaders take pro‐environmental leadership actions: Evidence from an eco‐compensation programme in China

et al. 2020

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Pro-environmental leadership behaviours have been examined as the result of institutional forces, though anecdotes suggest the significant role of individual leaders. Little is known about this role in environmental policy implementation, and few empirical studies explore pro-environmental leadership behaviours in the public sector. In this study, we empirically test a typology of pro-environmental leadership behaviours and examine administrative leaders' motives for engaging in proenvironmental behaviours. We then establish the relevance of our findings in environmental policy implementation. We empirically confirm the construct validity of pro-environmental leadership behaviours that require leaders should articulate a policy vision, change followers' perception, and take symbolic actions. Our findings show that leaders' environmental efforts are largely prompted by legal compliance and motivated by instrumental self-interest (e.g. increased economic opportunities), and normative values of engaging with broad sustainability issues may also have limited but potentially long-lasting effects. Moreover, the evidence also suggests the importance of a workplace environment conducive to pro-environmental leadership behaviours. These findings can be used to develop local strategies that stress policy implementation capacity building to induce pro-environmental leadership behaviours in China. K E Y W O R D S environmental policy implementation, environmental policymaking in the public sector, motivations, pro-environmental leadership behaviours 1 | INTRODUCTION Pro-environmental leadership behaviours are often examined in institutional contexts and consequently explained as the result of institu

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Transformational Leadership and Mission Valence of Employees: The Varying Effects by Organizational Level

Cited by 31 publications

References 56 publications

Communicating the Vision: How Face‐to‐Face Dialogue Facilitates Transformational Leadership

Communicating the Vision: How Face‐to‐Face Dialogue Facilitates Transformational Leadership

How Creating Semiautonomous Agencies Affects Staff Satisfaction

Why administrative leaders take pro‐environmental leadership actions: Evidence from an eco‐compensation programme in China

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