The benefits of effective leadership practices have often been examined. However, little is known about how these practices impact the perceptions of agency employees regarding whistle-blowing. For instance, only two cross-sectional studies were found to examine an association between transformational leadership (the most often studied leadership practice) and whistle-blowing attitudes. To extend these studies, we examined the relationship between transformational-oriented leadership behaviours and whistle-blowing attitudes using panel data. The findings revealed that transformational-oriented leadership increased the extent to which employees in agencies felt they could disclose wrongdoing without facing retaliation. Transactional-oriented leadership was also found to have a positive effect on these whistle-blowing behaviours; however, the effect size was smaller. The implications of these findings are thoroughly discussed in the article.
This study examines the relationship between strategic planning components and performance-based management systems in U.S. federal agencies. This research explores the correlation between government employee perception regarding strategic planning components in agencies and three dimensions of performance management systems (performance-based promotions or rewards, fairness and accuracy of performance appraisal, and managerial efforts to improve performance). This study also explores whether the perceived correlation differs across five managerial levels (non-supervisor, team leader, supervisor, manager and executive). This study explores data from the 2008 Federal Human Capital Survey (FHCS), conducted by the U.S. Office of Personnel Management (OPM). This study conducts a total of 15 regression analyses for the three dependent variables and the five supervisor levels. In the models, all five components of strategic planning are positively correlated with the three dimensions of performance management systems among all five supervisor levels. A series of regression analyses demonstrates that the correlation differs depending on the managerial level of the employee. Employees at different managerial levels have different perceptions of the correlation between strategic planning components and each dimension of performance management systems in the public sector.
With ongoing debates in Washington about the proper role of government in the provision of health care, especially during tight fiscal times, this paper examines current federal-state relations on the implementation of the Children's Health Insurance Program. The paper focuses specifically on the cooperative nature of the relationship between federal and state governments with regards to insuring lowincome, uninsured Latino children. While the cooperative nature will continue, program implementation will be difficult to maintain in the future because of the uncertainties of resources provided to the states, commitment of political leaders to the program's goals, the complexity of joint action involved, and the diversity of the Latino population. The theoretical framework, program context, and findings of this research are specifically discussed.
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