Transformational Leadership and Public Service Motivation: Driving Individual and Organizational Performance

Abstract

Despite growing evidence about prosocial motivations and their effects on employee behavior, how can new public service motivation research translate into more effective management practices—which, so far, regrettably remain underdeveloped? Increasingly, public service motivation studies have moved from understanding what motivates public servants to exploring how public service motives influence performance. Similarly, greater attention is now paid to the practices of transformational leadership. Drawing on concepts from transformational leadership, this essay explores how managers can harness the positive aspects of public service motivation to enhance employee and organizational performance and outlines strategies that can help managers incorporate public service motivation values across management systems.

The role of public service motivation in performance. Examining the potentials and pitfalls through an institutional approach

“…It could be that these supervisors have higher levels of compassion and are therefore 'softer' in their judgment on their work unit Wright & Grant 2010) or that they are more transformational and better at inspiring their employees to perform well (Paarlberg & Lavigna 2010). Unfortunately, seeking the cause for this finding was beyond the scope of this study.…”

“…This study was limited in terms of the variables it could assess due to the small sample, and larger studies could investigate the role of personenvironment fit (Bright 2007;Kristof-Brown et al 2005;Leisink & Steijn 2009). For instance, a fit with the supervisor due to their transformational leadership style (Paarlberg & Lavigna 2010) might lead to higher synergy in the work unit, resulting in higher performance. Moreover, this study was carried out in a sector with high societal impact, healthcare, and in other contexts the impact on society may be less clear, reducing the impact of PSM on performance (Leisink & Steijn 2009).…”

“…From this perspective, structural arrangements are not the only way to steer; it is also possible for employees to follow an institutional logic through internalizing norms and adopting appropriate behaviours (Scott 2001;Thornton & Ocasio 2008). Public service providers can communicate such logics through transformational leadership, training and communicating their mission (Paarlberg et al 2008;Paarlberg & Lavigna 2010).…”

Professionals onder druk of professionele tegendruk? Gebalanceerde motivatie voor de publieke zaak in professionele publieke dienstverlening

“…Autonomie is dan niet enkel een kwestie van al dan niet regels, maar ook autonomie ten opzichte van individuele belangen van studenten, patiënten, ouders en de bredere maatschappij. Hierin speelt leiderschap een belangrijke rol (Paarlberg & Lavigna, 2010).…”

The Influence of Transformational Leadership Behaviours on Oman Public Employees’ Work Performance

“…Also, employees are encouraged to use their abilities and bring their own ideas to solve problems (Şahin et al, 2014). Researchers asserted that transformational leadership is one of the most influential factors motivating public employee performance (Paarlberg & Lavigna, 2010;Park & Rainey, 2008;Trottier et al, 2008;Wright et al, 2012).…”