Transformational Leadership and the Use of Normative Public Values: Can Employees Be Inspired to Serve Larger Public Purposes?

Abstract

This article asks whether and how transformational leadership in the public sector can influence the use of normative public values in organizational decisions. We focus on transformational leadership's influence on three core normative public values (representation, equity, and individual rights). The extent to which public organizations and their employees emphasize normative public values in their decision-making can signal important messages to external stakeholders about respect for and responsiveness to all citizens, valuing citizens from different walks of life equally, and respect for constitutionally guaranteed rights. We propose a model in which transformational leadership has a direct influence (infusing) and an indirect influence (convincing others) on employee use of public values in organizational decision-making. Empirical tests provide support for the proposed model, with the indirect influence (convincing others) providing a stronger impetus. The article concludes with a discussion of the results and implications.

Linking transformational leadership and value congruence among Chinese police force: The mediating role of goal clarity and the moderating role of public service motivation

“…Transformational leadership was proposed initially within public administration, but our investigation of this concept is lagging behind compared to business administration (Trottier, Wart, & Wang, ). Our finding reassures transformational leadership's effect within public administration by supporting its purported effect of instilling values (Ospina, Kersh, & Alraqhas, ; Pandey et al., ). Although transformational leadership was claimed to be a value assimilating factor within public administration, “little empirical evidence has evaluated the widespread claim that transformational leadership indeed fosters greater value congruence” (Jensen, , p. 50).…”

“…Although transformational leadership was claimed to be a value assimilating factor within public administration, “little empirical evidence has evaluated the widespread claim that transformational leadership indeed fosters greater value congruence” (Jensen, , p. 50). To our knowledge, only two empirical studies have supported the link between transformational leadership and value congruence in public administration (Jensen, ; Pandey et al., ), and they are conducted in America and Denmark. Our finding among a sample of Chinese police officers provides further empirical evidence and also provides supports to the proponents of transformational leadership practice in public administration.…”

“…Although studies in public administration are scant, the initial findings are promising. It was reported that transformational leadership leads to value congruence among a sample of American city managers (Pandey et al., ). In a recent experimental study, Jensen () found that transformational leadership is related to value congruence among a sample of Danish day‐care centre employees.…”

“…Public administration calls for leadership behaviour that emphasises managing by values (Vigoda‐Gadot & Beeri, ). In this respect, transformational leadership is achieving increasing research attention (Caillier, ; Jacobsen & Andersen, ; Pandey, Davis, Pandey, & Peng, ) with its purported effect of assimilating values. For example, it was claimed that transformational leaders would boost public employees’ motivation by “raising their awareness of the importance of organizational values” (Wright, Moynihan, & Pandey, , p. 207), and “transforming followers’ personal values to support the collective goals/vision for their organization” (Jung & Avolio, , p. 950).…”

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

“…Previous research has established the importance of public leadership in achieving individual and organizational outcomes such as the use of normative public values in followers' decision‐making (Pandey et al . ) and enhancing individuals' commitment and loyalty towards the organization (Srithongrung ; Chapman et al . ; Tummers and Knies ).…”