Leading frontline enforcers: how supervisors’ leadership style impacts inspectors’ enforcement style

Klijn, Erik-Hans; Boer, Noortje de; Eshuis, Jasper

doi:10.1080/14719037.2020.1833610

Cited by 20 publications

(7 citation statements)

References 40 publications

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“…This coding was based on an assessment of the outcomes' valence (i.e., positive or negative), which was in most cases apparent from the label or description of the variables. However, in a few cases, outcomes were excluded from further analyses because they have no clear “sign” in terms of valence, such as, for example, enforcement styles of street‐level bureaucrats (Klijn et al, 2020). Second, the moderation analysis required coding for the kind of outcome , with four categories: employee‐related (e.g., individual performance), job‐related (e.g., job autonomy), management‐related (e.g., performance management), and group/organization‐related (e.g., organizational performance).…”

Section: Methodsmentioning

confidence: 99%

Leadership in the public sector: A meta‐analysis of styles, outcomes, contexts, and methods

Backhaus

Vogel

2022

Public Administration Review

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Leadership has attracted growing attention among scholars and practitioners in public administration. With the rising availability of study results, however, it becomes increasingly difficult to keep track under which conditions leadership does or does not make a difference in the public sector. This study provides a meta-analysis of administrative leadership and various correlates that research has theorized as outcomes of leadership. The results of a multi-level random-effects meta-analysis based on 486 effect sizes from 151 studies show that correlations are stronger for the achievement of beneficial than for the prevention of detrimental outcomes, as well as for group-and organization-related than for employeerelated outcomes. Moderation analyses reveal that leadership style, administrative tradition, administrative subfield, and methodological factors explain heterogeneity in effect sizes. Evidence for Practice• Leadership in the public sector is positively and largely consistently related to beneficial outcomes, such as performance, and negatively associated with detrimental outcomes, such as turnover. • Within the range of the analyzed leadership styles, it is not particularly important how public leaders leadas long as they do lead. Laissez-faire leadership is confirmed to be a largely ineffective style of leadership. Leaders should be similarly cautious with the exercise of controlling forms of leadership. • The broad range of leadership styles helps HR practitioners to adjust leadership trainings to the available talents and given settings. Public leaders may feel encouraged that there are many ways to become effective leaders. • Administrative tradition matters, as the leadership-outcome relationship is less strong in some continental European as well as East Asian traditions than in the Anglo-American tradition. For example, this applies to transformational leadership.

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Section: Methodsmentioning

confidence: 99%

Leadership in the public sector: A meta‐analysis of styles, outcomes, contexts, and methods

Backhaus

Vogel

2022

Public Administration Review

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“…Prior studies in public administration have examined servant leadership's employee-level outcomes such as organizational commitment, follower job performance, PSM, proactive behavior, and innovative behavior (Liu et al, 2015;Miao et al, 2014;Mostafa & El-Motalib, 2019;Schwarz et al, 2016;Shim et al, 2021;Shim & Park, 2019). However, there has been a limited focus on the organizational and community-level outcomes (Bentein et al, 2022;Klijn et al, 2020;van Meerkerk & Edelenbos, 2018). We argue that the critical factor in determining managers' fit in local governments will be their servant leadership style for its holistic focus on internal and external stakeholders, including the community.…”

Section: Servant Leadership Manifestation and Outcomes In Local Gover...mentioning

confidence: 99%

“…Servant leaders instill service orientation in employees and the organization culture to maximize community well-being-the hallmarks of the public service profession (Christensen-Salem et al, 2021;Walumbwa et al, 2010Walumbwa et al, , 2018Wang et al, 2018). Such leaders have also been found to achieve a variety of employee outcomes across different types of settings (Beck, 2014;Bentein et al, 2022;Eva et al, 2019;Klijn et al, 2020;Lee et al, 2020;Liden et al, 2015;Liu et al, 2015;Schwarz et al, 2016;van Meerkerk & Edelenbos, 2018), even after controlling for the influence of other related leadership behaviors, such as authentic, ethical, and transformational leadership behaviors (Hoch et al, 2018).…”

Section: Genesis Of Servant Leadershipmentioning

confidence: 99%

Antecedents and consequences of servant leadership in local governance: Evidence from three case studies

Awasthi

Walumbwa

2022

Public Administration Review

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Although servant leadership has emerged as an important community-oriented leadership approach that is desirable for public organizations, relatively less research attention has been devoted to understanding its antecedents as well as its organizational and community-level consequences. Drawing on selfcategorization and stakeholder theories, this study investigates the antecedents and consequences of servant leadership in local government agencies using a comparative analysis of three case studies (two counties and a city). Findings highlight two frameworks of antecedents and consequences of servant leadership in local governance: (1) the underlying mechanisms-translating antecedents into servant leadership and (2) the intervening mechanisms-translating as organizational and community-level consequences of servant leadership. These findings have implications for both public sector leadership theory and practice. Theoretically, servant leadership emerges as an inclusive approach that fosters stakeholder engagement and community prosperity in local governments. Practically, the findings suggest a pathway for utilizing servant leadership as an instrument for potential selection, training, succession planning, and servant leadership development in local government managers. Evidence for practice• Antecedents such as servant identity and moral potency are vital to develop local government managers and employees as servant leaders. • Servant leadership framework for local governance consists of five dimensions:(1) empathy and concern for people, (2) behaving ethically, (3) conceptual skills, (4) creating value for the community, and (5) follower centric dimensionsputting subordinates first, empowerment, and helping subordinates grow and succeed. • Servant leaders utilize listening, communication, and negotiation to achieve organizational and community service goals in local government organizations. • Servant leadership is a community focused approach which is inclusive to the interests and concerns of both internal as well as external stakeholders in local government organizations. This results in building trust and sustainable partnerships with stakeholders and overall community well-being and prosperity.

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“…Gus Mad also does not make himself a central figure in holding the authority in the boarding school but rather appreciates all the potential that exists by giving full control regarding the management of the boarding school to his subordinate members. The styles used by a leader are not the same, depending on the situation and condition of the leadership (Klijn, Boer, and Eshuis 2020).…”

Section: The Leadership Behavior Of Kh Achmad Zamachsyarimentioning

confidence: 99%

KH. ACHMAD ZAMACHSYARI, LEADERSHIP, AND MODERNIZATION OF PESANTREN: Character Study in Al-Rifa’ie Modern Islamic Boarding School of Malang

Pramitha

2021

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KH. Achmad Zamachsyari or Gus Mad became one of the initiators to make changes by establishing a modern Islamic boarding school in Malang. He leads, provides a vision to move toward improvement and change. He chose an area in Ketawang, Gondanglegi, Malang to begin his struggle to build a modern Islamic boarding school. This study aims at obtaining a complete description of Gus Mad's leadership behavior; his interaction patterns; and modernization concept of Islamic boarding school education. The research design is qualitative and it uses the character study method. Gus Mad was chosen as the object of research because he was one of the Kiais in Malang who made a change, namely from the leader of the Al-Fattah Singosari Salafiyah then founded the Al-Rifa'ie Modern Islamic boarding school. Data obtained by interviews, documents, and observation. Data analysis used the Spradley model, consisting domain, taxonomic, component and theme analyses. Three findings are (1) Gus Mad's behavior at Al-Rifa'ie leads to transformational leadership; (2) his interaction pattern at Al-Rifa'ie led to traditional leadership; and (3) hisconcept of modernization of Islamic boarding school education is based on the principles of al-Muḥâfaẓat ‘alâ al-qadîm al-ṣâliḥ wa al-akhdhu bi al-jadîd al-aṣlaḥ. Gus Mad’s leadership style at Al-Rifa'ie Modern Islamic Boarding School Malang is a neo-transformationalism leadership style, a combination of transformationalism and traditionalism leadership style based on the principles of al-muḥâfaẓat ‘alâ al-qadîm al-ṣâliḥ wa al-akhdhu bi al-jadîd al-aṣlaḥ.

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Leading frontline enforcers: how supervisors’ leadership style impacts inspectors’ enforcement style

Cited by 20 publications

References 40 publications

Leadership in the public sector: A meta‐analysis of styles, outcomes, contexts, and methods

Leadership in the public sector: A meta‐analysis of styles, outcomes, contexts, and methods

Antecedents and consequences of servant leadership in local governance: Evidence from three case studies

KH. ACHMAD ZAMACHSYARI, LEADERSHIP, AND MODERNIZATION OF PESANTREN: Character Study in Al-Rifa’ie Modern Islamic Boarding School of Malang

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