Introduction/Main Objectives: To analyze how ethical leadership influences job performance mediated public service motivation and normative commitment in public institutions. Background Problems: Ethical issues in public institutions are rarely discussed openly by involving practitioners, although ethical issues are the root of the emergence of various problems in public organizations. Leaders play an important role in ethics. Novelty: Show ethical leadership as a resource for social learning and provide an understanding that ethical leadership is an important leadership style in the job performance system of public services in leader-member exchange theory. Research Methods: The explanation method uses a survey of 327 civil servants in East Kalimantan. The data analysis technique uses SEM covariance. Finding/Results: Ethical leadership as a model for subordinates in providing public services. The interaction between leaders and subordinates encourages public service motivation for the public and fosters normative commitment based on consideration of ethical values. Ethical leaders influence the job performance of civil servants through service and normative commitment. Conclusion: Increased public service motivation and normative awareness, as well as job performance as a public servant, is influenced by ethical leadership. The practical implication is the need to develop and strengthen interactions between leaders and subordinates as a social learning process that can activate ethical awareness as public servants.
This study aims to analyze the influence of bureaucratic leadership and organizational culture in public service on workforce agility mediated by psychological empowerment in East Kalimantan. This is an explanatory survey of local government organizations/LGOs in East Kalimantan with an observation unit, consisting of 238 employees who were selected randomly. Data analysis was then carried out using the covariant SEM procedure. The results showed that workforce agility was influenced by leadership and organizational culture. Therefore, leaders who are able to maintain balance in local political dynamics, administrative demands, and running strategy execution are needed. This is because they can ensure the readiness of subordinates to participate in acceleration. Additionally, the organizational culture ensures the orientation of employees to workforce agility through an effective empowerment process. Psychological empowerment mediates the influence of bureaucratic leadership and organizational culture on workforce agility. Agility concept in the organization is one of the major focuses, and itsimplementation is a strategic and operational framework for public institutions. Integrating the idea of agility, leadership, and workforce is a framework to design methods and taxonomies to set priorities for workforce agility in public institutions from a new public service perspective.
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