How Public Service Leadership Is Studied: An Examination of a Quarter Century of Scholarship

103

163

This article on public leadership contributes to the literature by (1) focusing on the 'public' aspect of leadership and (2) developing quantitative scales for measuring four public leadership roles. These roles all refer to the extent to which public leaders actively support their employees in dealing with public sector issues: (1) accountability leadership, (2) rulefollowing leadership, (3) political loyalty leadership, and (4) network governance leadership.We tested the factor structure using exploratory and confirmatory analyses, with satisfactory results. Also, as expected, the scales for public leadership relate to transformational leadership and leadership effectiveness. The scales also correlate with organizational commitment, work engagement and turnover intention. These results indicate that our four scales of public leadership work adequately. We conclude with a future research agenda on how the scales can be used in survey and experimental research.

Section: Resultsmentioning

confidence: 99%

Measuring Public Leadership: Developing Scales for Four Key Public Leadership Roles

Tummers

Knies

2015

103

163

“…What is the role of leadership in creating or destroying public value? There is a growing literature on public leadership (e.g., Chapman et al ; Tummers and Knies ; Orr and Bennett ; Ospina ; Crosby and Bryson ; Hartley ). However, few contributions explicitly link leadership with public value other than Benington and Turbitt (), Hartley () and Morse ().…”

Section: Leadership For Public Valuementioning

confidence: 99%

Leadership for public value: Political astuteness as a conceptual link

Hartley

Sancino

Bennister

et al. 2019

Both leadership and public value are increasingly seen as concepts highly relevant to public administration, not only because of complex societal challenges but also as ways to address pluralistic interests in society. This article explores in detail the varied conceptualizations of public value and of public leadership. Furthermore, we argue that political astuteness provides an important conceptual linkage between leadership and public value, enabling actors to read, understand and foster coalitions around diverse and sometimes competing interests. In this introduction to the symposium, we analyse the different conceptualizations of public value, of leadership, and also show how the six articles explicitly or implicitly draw on the linking concept of political astuteness. The article assesses how the six articles of the symposium contribute to each of these three concepts.

“…) and enhancing individuals' commitment and loyalty towards the organization (Srithongrung ; Chapman et al . ; Tummers and Knies ).…”

Section: Controlsmentioning

confidence: 99%

“…; Chapman et al . ; Tummers and Knies ). Our model, therefore, controls for ethical behaviour of co‐workers and managers, and transformational leadership behaviours of senior managers, as both factors are expected to positively affect organizational commitment (Tenbrunsel et al .…”

Section: Introductionmentioning

confidence: 99%

Affective Organizational Commitment and Job Satisfaction: A Cross‐national Comparative Study

Chordiya

Sabharwal

Goodman

2017

104

Public managers across countries are faced with challenges of attracting and retaining high‐quality employees in the context of widespread financial constraints and increasing inter‐sectoral competition. These changing circumstances have reinforced the need to enhance public employees' affective organizational commitment, which is related to important outcomes such as employees' performance and retention. However, we know little about the factors that can positively influence affective organizational commitment in a cross‐national context. This study applies a cross‐national comparative approach using data from four US states (Oregon, Florida, Washington, and Utah) and India to examine the factors influencing affective organizational commitment. We focus mainly on the effects of job satisfaction, which is considered to be the most important antecedent of affective organizational commitment. Our findings indicate that, in both countries' contexts, job satisfaction has a significant positive impact on affective organizational commitment. We also examine the US–India differences in the levels of affective organizational commitment. Findings indicate that, compared to the four US states of Oregon, Florida, Washington, and Utah, affective organizational commitment is significantly higher among Indian public managers.