Pub Date : 2019-10-31DOI: 10.1108/ijpl-09-2019-0059
B. Jackson
Purpose The purpose of this paper is to foreground place as a critical and central concern for public leadership research, development and practice. Design/methodology/approach This invited essay draws on the author’s own research and development work engaging in collaborative place-based interventions with academics, policy makers and practitioners. Findings Place is one of six heuristic lenses in a Leadership Hexad that has been developed to interrogate and better understand leadership in a multi-dimensional manner. Place can provide an important theoretical and practical fulcrum for bridging both collaborative governance and collective leadership and public and political leadership as well as facilitating cross-sectoral leadership. Practical implications This essay argues that more time and effort should be invested into researching and developing place leadership to complement the already extensive efforts to promote collaborative governance and place-based policy initiatives. Place leadership development should be genuinely cross-sectoral in its ambition and should focus on developing emerging and established leaders from the public, private, not-for-profit and indigenous sectors to tackle place-based problems and opportunities. Originality/value This essay draws on experience undertaking academic research and conducting leadership development that draws from and feeds into policy and practice. It utilises research from geography, leadership studies, public management, public policy and political science to gain a more sophisticated understanding of the relationship between place and public leadership and how this can be harnessed to improve economic and social impact.
{"title":"The power of place in public leadership research and development","authors":"B. Jackson","doi":"10.1108/ijpl-09-2019-0059","DOIUrl":"https://doi.org/10.1108/ijpl-09-2019-0059","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to foreground place as a critical and central concern for public leadership research, development and practice.\u0000\u0000\u0000Design/methodology/approach\u0000This invited essay draws on the author’s own research and development work engaging in collaborative place-based interventions with academics, policy makers and practitioners.\u0000\u0000\u0000Findings\u0000Place is one of six heuristic lenses in a Leadership Hexad that has been developed to interrogate and better understand leadership in a multi-dimensional manner. Place can provide an important theoretical and practical fulcrum for bridging both collaborative governance and collective leadership and public and political leadership as well as facilitating cross-sectoral leadership.\u0000\u0000\u0000Practical implications\u0000This essay argues that more time and effort should be invested into researching and developing place leadership to complement the already extensive efforts to promote collaborative governance and place-based policy initiatives. Place leadership development should be genuinely cross-sectoral in its ambition and should focus on developing emerging and established leaders from the public, private, not-for-profit and indigenous sectors to tackle place-based problems and opportunities.\u0000\u0000\u0000Originality/value\u0000This essay draws on experience undertaking academic research and conducting leadership development that draws from and feeds into policy and practice. It utilises research from geography, leadership studies, public management, public policy and political science to gain a more sophisticated understanding of the relationship between place and public leadership and how this can be harnessed to improve economic and social impact.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2019-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijpl-09-2019-0059","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43135644","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-10-31DOI: 10.1108/ijpl-06-2019-0034
Fabian Hattke, Judith Hattke
Purpose The purpose of this paper is to propose that leaders who promote ethical values authentically will be more effective in inspiring followers to behave ethically than inauthentic leaders. It further hypothesizes that authentic ethical inspiration by leaders will transform followers’ prosocial motivation so that they internalize their leader’s values and act accordingly. Design/methodology/approach The study tests this moderated-mediation model based on survey data from 741 officers in the Federal Armed Forces Germany who are leaders and follower simultaneously. Findings Leader authenticity moderates the relationship between leader ethical influence and follower ethical behaviors. The effect is significant and substantial. Leader ethical influence has a significant, yet marginal effect on follower prosocial motivation, which, in turn, strongly relates to follower ethical behaviors. Research limitations/implications Although leader authenticity is a value in itself, it says little about the contents of leaders’ ethical values. Thus, future research should not confound authentic leadership with ethical leadership. Prosocial motivation is a comparatively stable characteristic of individuals, which is rather resilient against leader influence. Practical implications “Softer” means of leader influence are effective in the coercive context of public command-and-control organizations. By cascading down the hierarchy, ethical values disseminate throughout the organization. The study draws these conclusions within the limitations of a cross-sectional analysis. Originality/value This study is the first to investigate the moderating role of perceived leader authenticity in the relationship between leader ethical inspiration and follower ethical behaviors.
{"title":"Lead by example? The dissemination of ethical values through authentic leader inspiration","authors":"Fabian Hattke, Judith Hattke","doi":"10.1108/ijpl-06-2019-0034","DOIUrl":"https://doi.org/10.1108/ijpl-06-2019-0034","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to propose that leaders who promote ethical values authentically will be more effective in inspiring followers to behave ethically than inauthentic leaders. It further hypothesizes that authentic ethical inspiration by leaders will transform followers’ prosocial motivation so that they internalize their leader’s values and act accordingly.\u0000\u0000\u0000Design/methodology/approach\u0000The study tests this moderated-mediation model based on survey data from 741 officers in the Federal Armed Forces Germany who are leaders and follower simultaneously.\u0000\u0000\u0000Findings\u0000Leader authenticity moderates the relationship between leader ethical influence and follower ethical behaviors. The effect is significant and substantial. Leader ethical influence has a significant, yet marginal effect on follower prosocial motivation, which, in turn, strongly relates to follower ethical behaviors.\u0000\u0000\u0000Research limitations/implications\u0000Although leader authenticity is a value in itself, it says little about the contents of leaders’ ethical values. Thus, future research should not confound authentic leadership with ethical leadership. Prosocial motivation is a comparatively stable characteristic of individuals, which is rather resilient against leader influence.\u0000\u0000\u0000Practical implications\u0000“Softer” means of leader influence are effective in the coercive context of public command-and-control organizations. By cascading down the hierarchy, ethical values disseminate throughout the organization. The study draws these conclusions within the limitations of a cross-sectional analysis.\u0000\u0000\u0000Originality/value\u0000This study is the first to investigate the moderating role of perceived leader authenticity in the relationship between leader ethical inspiration and follower ethical behaviors.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2019-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijpl-06-2019-0034","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41836359","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-09-14DOI: 10.1108/IJPL-07-2020-0063
Nancy Harding
PurposeThis paper aims to disrupt assumptions about leadership by arguing those who are ostensibly “followers” may be utterly insouciant towards the existence of people categorised as “leaders”. It contributes to anti-leadership theories.Design/methodology/approachThis article uses an immersive, highly reflexive methodology to explore subjective meanings of leadership at community levels ostensibly governed by local government leaders. It uses a case study of the South Wales Valleys, one of the hubs of the Industrial Revolution in the 19th century but now economically deprived.FindingsThrough drawing on their rich and complex history, the author shows how in these communities there is a culture of neo-communitarianism that is anti-leadership and suspicious of attempts to establish hierarchies of superior over inferior. The author explores the complex webs of meaning through which ancient experiences reverberate like dead metaphors, informing contemporary understandings without conscious awareness of such a heritage. This is a history in which “leaders” betrayed or oppressed and exploited the population, which in response turned against hierarchies and evolved practices of self-government that continue today, invisible and unrepresentable within the wider culture.Research limitations/implicationsThe study draws on contemporary feminist research methods that emphasise subjectivity, flux and change. These are often not understood by readers not accustomed to stepping out of a positivist onto-epistemological frame.Practical implicationsThe paper challenges the universalising tendencies of leadership theories that assume a shapeless mass; “followers” await the advent of a leader before they can become agentive.Social implicationsThe paper offers insights into a day-to-day world that is rarely explored.Originality/valueThe article demonstrates how emerging forms of qualitative research give insights into communities that undermine dominant, universalising theories of leadership, followership and government more generally.
{"title":"Leadership without “the led”: a case study of the South Wales Valleys","authors":"Nancy Harding","doi":"10.1108/IJPL-07-2020-0063","DOIUrl":"https://doi.org/10.1108/IJPL-07-2020-0063","url":null,"abstract":"PurposeThis paper aims to disrupt assumptions about leadership by arguing those who are ostensibly “followers” may be utterly insouciant towards the existence of people categorised as “leaders”. It contributes to anti-leadership theories.Design/methodology/approachThis article uses an immersive, highly reflexive methodology to explore subjective meanings of leadership at community levels ostensibly governed by local government leaders. It uses a case study of the South Wales Valleys, one of the hubs of the Industrial Revolution in the 19th century but now economically deprived.FindingsThrough drawing on their rich and complex history, the author shows how in these communities there is a culture of neo-communitarianism that is anti-leadership and suspicious of attempts to establish hierarchies of superior over inferior. The author explores the complex webs of meaning through which ancient experiences reverberate like dead metaphors, informing contemporary understandings without conscious awareness of such a heritage. This is a history in which “leaders” betrayed or oppressed and exploited the population, which in response turned against hierarchies and evolved practices of self-government that continue today, invisible and unrepresentable within the wider culture.Research limitations/implicationsThe study draws on contemporary feminist research methods that emphasise subjectivity, flux and change. These are often not understood by readers not accustomed to stepping out of a positivist onto-epistemological frame.Practical implicationsThe paper challenges the universalising tendencies of leadership theories that assume a shapeless mass; “followers” await the advent of a leader before they can become agentive.Social implicationsThe paper offers insights into a day-to-day world that is rarely explored.Originality/valueThe article demonstrates how emerging forms of qualitative research give insights into communities that undermine dominant, universalising theories of leadership, followership and government more generally.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2019-09-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47343720","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-08-27DOI: 10.1108/ijpl-03-2019-0007
Michael K. Mickson, A. Anlesinya
Purpose The purpose of this paper is to examine the influence of transformational and transactional leadership behaviours on local government worker’s job satisfaction as well as to determine which one of these two leadership behaviours is a better predictor of job satisfaction among local government servants in Ghana. Design/methodology/approach The research used a questionnaire to collect 322 usable data from the respondents, and employed multiple regressions to analyse the data. Findings The results showed that both transformational leadership and transactional leadership behaviours have significant positive effects on employee job satisfaction in Ghana’s Local Government service. Surprisingly, critical examination of the results further revealed that transactional leadership behaviour is a better predictor of job satisfaction relative to transformational leadership behaviour in Ghana’s Local Government Service. Moreover, the findings suggested that the influence of both leadership behaviours on job satisfaction may vary by workers’ age, level of education and gender. Practical implications These results imply that the more transactional and transformational leadership behaviours are exhibited or demonstrated by leaders, the more satisfaction local government servants will experience with their jobs. It further means that depending on the context or work environment, transactional leadership can surpass transformational leadership in enhancing employee outcomes. It also reinforces the need to ensure equity in employee reward systems as well as treatment of different age, educational and gender groups. Originality/value This result has contributed to knowledge by providing empirical evidence to refute the popular claim that transformation leadership produces better outcomes than transactional leadership. Besides, this study highlights the important roles of transformational and transactional styles in ensuring job satisfaction among the local government sub-sector, a generally under-researched sector.
{"title":"Enhancing job satisfaction among local government servants in Ghana","authors":"Michael K. Mickson, A. Anlesinya","doi":"10.1108/ijpl-03-2019-0007","DOIUrl":"https://doi.org/10.1108/ijpl-03-2019-0007","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to examine the influence of transformational and transactional leadership behaviours on local government worker’s job satisfaction as well as to determine which one of these two leadership behaviours is a better predictor of job satisfaction among local government servants in Ghana.\u0000\u0000\u0000Design/methodology/approach\u0000The research used a questionnaire to collect 322 usable data from the respondents, and employed multiple regressions to analyse the data.\u0000\u0000\u0000Findings\u0000The results showed that both transformational leadership and transactional leadership behaviours have significant positive effects on employee job satisfaction in Ghana’s Local Government service. Surprisingly, critical examination of the results further revealed that transactional leadership behaviour is a better predictor of job satisfaction relative to transformational leadership behaviour in Ghana’s Local Government Service. Moreover, the findings suggested that the influence of both leadership behaviours on job satisfaction may vary by workers’ age, level of education and gender.\u0000\u0000\u0000Practical implications\u0000These results imply that the more transactional and transformational leadership behaviours are exhibited or demonstrated by leaders, the more satisfaction local government servants will experience with their jobs. It further means that depending on the context or work environment, transactional leadership can surpass transformational leadership in enhancing employee outcomes. It also reinforces the need to ensure equity in employee reward systems as well as treatment of different age, educational and gender groups.\u0000\u0000\u0000Originality/value\u0000This result has contributed to knowledge by providing empirical evidence to refute the popular claim that transformation leadership produces better outcomes than transactional leadership. Besides, this study highlights the important roles of transformational and transactional styles in ensuring job satisfaction among the local government sub-sector, a generally under-researched sector.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2019-08-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/ijpl-03-2019-0007","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45170238","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-08-12DOI: 10.1108/IJPL-06-2019-0031
S. Jean
Purpose The purpose of this paper is to explore the leadership dimensions in developing the rule of law. The paper considers the perspective from the United Nations, with the leadership tension is primarily seen from the prism of the rule of law. Design/methodology/approach This paper explores the leadership challenges in specific recent case studies. Findings The paper concludes that the most difficult challenge is a culture shift toward respect for the rule of law is required. The paper notes the importance of political leadership in developing consensus. Originality/value The challenge is that the implementation of rule of law reform is primarily a political endeavor that affects the balance of powers within the State. This need for leaders to develop the space for institutions advancing the rule of law is most certainly the case in, and exacerbated by, conflict and post-conflict situations.
{"title":"Leadership and the rule of law in conflict and post-conflict societies","authors":"S. Jean","doi":"10.1108/IJPL-06-2019-0031","DOIUrl":"https://doi.org/10.1108/IJPL-06-2019-0031","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to explore the leadership dimensions in developing the rule of law. The paper considers the perspective from the United Nations, with the leadership tension is primarily seen from the prism of the rule of law.\u0000\u0000\u0000Design/methodology/approach\u0000This paper explores the leadership challenges in specific recent case studies.\u0000\u0000\u0000Findings\u0000The paper concludes that the most difficult challenge is a culture shift toward respect for the rule of law is required. The paper notes the importance of political leadership in developing consensus.\u0000\u0000\u0000Originality/value\u0000The challenge is that the implementation of rule of law reform is primarily a political endeavor that affects the balance of powers within the State. This need for leaders to develop the space for institutions advancing the rule of law is most certainly the case in, and exacerbated by, conflict and post-conflict situations.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2019-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/IJPL-06-2019-0031","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44212865","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-08-12DOI: 10.1108/IJPL-05-2019-0019
Tim A. Mau
Purpose Public services around the world are grappling to enhance their leadership capacity. One approach is to provide leadership training and development to public servants, while another would be to target and hire individuals with proven leadership ability. The purpose of this paper is to focus on that latter strategy by critically examining the concept of branding the public service as an employer of choice as a means of recruiting and retaining sufficient leadership capacity. Design/methodology/approach The paper begins by outlining the challenge faced by governments to recruit the best and brightest employees into the public service. It then reviews the literature on the concept of branding as an employer of choice, including its perceived advantages and limitations, before undertaking a case study analysis of the 2007 public sector branding initiative of the Canadian federal government. Findings It is very difficult to develop a single, master brand given the diversity and complexity of the hundreds of organizations that comprise the public sector. While it may be a popular concept for private sector organizations, the concept of branding the public sector as an employer of choice has yet to demonstrate its merit. Canada, which was ostensibly the vanguard in terms of public sector branding, has been unable to position the federal public service as an employer of choice. Originality/value There is very little research on the use of branding as an employer of choice in the public sector. This paper contributes to the knowledge about the limitations of such strategies for ensuring that the public sector has the requisite leadership capacity.
{"title":"Enhancing leadership capacity in the public sector: branding as an employer of choice","authors":"Tim A. Mau","doi":"10.1108/IJPL-05-2019-0019","DOIUrl":"https://doi.org/10.1108/IJPL-05-2019-0019","url":null,"abstract":"\u0000Purpose\u0000Public services around the world are grappling to enhance their leadership capacity. One approach is to provide leadership training and development to public servants, while another would be to target and hire individuals with proven leadership ability. The purpose of this paper is to focus on that latter strategy by critically examining the concept of branding the public service as an employer of choice as a means of recruiting and retaining sufficient leadership capacity.\u0000\u0000\u0000Design/methodology/approach\u0000The paper begins by outlining the challenge faced by governments to recruit the best and brightest employees into the public service. It then reviews the literature on the concept of branding as an employer of choice, including its perceived advantages and limitations, before undertaking a case study analysis of the 2007 public sector branding initiative of the Canadian federal government.\u0000\u0000\u0000Findings\u0000It is very difficult to develop a single, master brand given the diversity and complexity of the hundreds of organizations that comprise the public sector. While it may be a popular concept for private sector organizations, the concept of branding the public sector as an employer of choice has yet to demonstrate its merit. Canada, which was ostensibly the vanguard in terms of public sector branding, has been unable to position the federal public service as an employer of choice.\u0000\u0000\u0000Originality/value\u0000There is very little research on the use of branding as an employer of choice in the public sector. This paper contributes to the knowledge about the limitations of such strategies for ensuring that the public sector has the requisite leadership capacity.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2019-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/IJPL-05-2019-0019","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44077350","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-08-12DOI: 10.1108/IJPL-04-2019-0016
A. Bilal, T. Fatima, Muhammad Imran
Purpose The purpose of this paper is to advance the theoretical perspective of complexity leadership paradigm to introduce shared leadership style as a precursor of taking charge behavior in public sector higher educational institutions (HEIs) of Pakistan. Moreover, this study unveils the underlying mechanisms of the climate of initiative and psychological safety for clarifying the link of shared leadership and taking charge. Design/methodology/approach The multi-source and multi-wave data were analyzed by employing double mediation analysis (PROCESS Model 4); using 282 valid responses obtained from a proportionate stratified sample of faculty members working in public sector HEIs of Pakistan. Findings The result indicates that shared leadership is a suitable style for governing the public sector HEIs and it fosters taking charge behavior in teaching faculty. Additionally, shared leadership creates climates that support initiatives and are psychologically safe that set stage for taking charge behaviors in teaching faculty of public sector HEIs of Pakistan. Originality/value This research has filled the gap of focusing on more collaborative leadership styles instead of traditional vertical leadership practices in public sector HEIs of Pakistan. Theoretically, this study suggests new insights into the contextual antecedents and mediating mechanisms of taking charge behaviors.
目的本文旨在提出复杂性领导范式的理论视角，引入共享领导风格作为巴基斯坦公立高等教育机构负责行为的前兆。此外，这项研究揭示了主动性和心理安全气氛的潜在机制，以澄清共同领导和负责之间的联系。设计/方法论/方法采用双重中介分析（PROCESS Model 4）对多源和多波数据进行分析；结果表明，共享领导是管理公共部门高等学校的一种合适的方式，它促进了教师的负责行为。此外，共同领导创造了支持倡议和心理安全的氛围，为巴基斯坦公共部门高等学校的教师负责行为奠定了基础。原创/价值这项研究填补了巴基斯坦公共部门高级学校关注更多协作领导风格而非传统垂直领导实践的空白。从理论上讲，这项研究对接管行为的上下文前因和中介机制提出了新的见解。
{"title":"Does shared leadership fosters taking charge behaviors? A post-heroic leadership perspective in the public sector higher educational institutes","authors":"A. Bilal, T. Fatima, Muhammad Imran","doi":"10.1108/IJPL-04-2019-0016","DOIUrl":"https://doi.org/10.1108/IJPL-04-2019-0016","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to advance the theoretical perspective of complexity leadership paradigm to introduce shared leadership style as a precursor of taking charge behavior in public sector higher educational institutions (HEIs) of Pakistan. Moreover, this study unveils the underlying mechanisms of the climate of initiative and psychological safety for clarifying the link of shared leadership and taking charge.\u0000\u0000\u0000Design/methodology/approach\u0000The multi-source and multi-wave data were analyzed by employing double mediation analysis (PROCESS Model 4); using 282 valid responses obtained from a proportionate stratified sample of faculty members working in public sector HEIs of Pakistan.\u0000\u0000\u0000Findings\u0000The result indicates that shared leadership is a suitable style for governing the public sector HEIs and it fosters taking charge behavior in teaching faculty. Additionally, shared leadership creates climates that support initiatives and are psychologically safe that set stage for taking charge behaviors in teaching faculty of public sector HEIs of Pakistan.\u0000\u0000\u0000Originality/value\u0000This research has filled the gap of focusing on more collaborative leadership styles instead of traditional vertical leadership practices in public sector HEIs of Pakistan. Theoretically, this study suggests new insights into the contextual antecedents and mediating mechanisms of taking charge behaviors.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2019-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/IJPL-04-2019-0016","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49476023","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-07-08DOI: 10.1108/IJPL-01-2019-0003
M. Mahyarni
Purpose The purpose of this paper is to examine the influence of spiritual leadership toward spirituality, job satisfaction and reduction of deviant behavior. Design/methodology/approach A structural model based on WarpPLS (Solimun et al., 2017) is used for data analysis, with the first-order factor analysis based on variables with reflective indicators. Findings The research findings show that the sustainability of workplace spirituality can stimulate employees’ job satisfaction. Accordingly, the direct influence of workplace spirituality on workplace deviant behavior (WDB) is quite major (0.296); this indicates the importance of workplace spirituality for employees in working so it can reduce the WDB. An interesting part about this study is the indirect influence of workplace spirituality on workplace deviant behavior through job satisfaction, which also has a major value (0.208), almost equal to direct influence. This circumstance depicts how workplace spirituality influences workplace deviant behavior, as well as the importance of the improvement of employees’ job satisfaction. Originality/value The originality of this study is primarily placed on the causal relationship between the variables of spiritual leadership and WDB, other than the direct influence; there is also an indirect influence that has a big value, which is the path of spiritual leadership toward workplace deviant behavior through workplace spirituality (−0.248). In other words, workplace deviant behavior is not only influenced directly by spiritual leadership but also by workplace spirituality.
目的研究精神领导对精神、工作满意度和减少越轨行为的影响。设计/方法论/方法基于WarpPLS的结构模型（Solimun et al.，2017）用于数据分析，一阶因子分析基于具有反映性指标的变量。研究结果表明，工作场所精神的可持续性可以激发员工的工作满意度。因此，工作场所精神对工作场所越轨行为的直接影响相当大（0.296）；这表明了工作场所精神对员工工作的重要性，因此可以减少WDB。本研究的一个有趣部分是，工作场所精神通过工作满意度对工作场所越轨行为的间接影响，该影响也具有主要值（0.208），几乎等于直接影响。这种情况描述了工作场所的精神如何影响工作场所的越轨行为，以及提高员工工作满意度的重要性。独创性/价值本研究的独创性主要放在精神领导力变量与WDB之间的因果关系上，而不是直接影响；还有一个具有较大价值的间接影响，即精神领导通过工作场所精神性走向工作场所越轨行为的路径（-0.248）。换句话说，工作场所越越轨行为不仅受到精神领导的直接影响，还受到工作场所精神的影响。
{"title":"The influence of spiritual leadership and its impacts on the reduction of workplace deviant behavior","authors":"M. Mahyarni","doi":"10.1108/IJPL-01-2019-0003","DOIUrl":"https://doi.org/10.1108/IJPL-01-2019-0003","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to examine the influence of spiritual leadership toward spirituality, job satisfaction and reduction of deviant behavior.\u0000\u0000\u0000Design/methodology/approach\u0000A structural model based on WarpPLS (Solimun et al., 2017) is used for data analysis, with the first-order factor analysis based on variables with reflective indicators.\u0000\u0000\u0000Findings\u0000The research findings show that the sustainability of workplace spirituality can stimulate employees’ job satisfaction. Accordingly, the direct influence of workplace spirituality on workplace deviant behavior (WDB) is quite major (0.296); this indicates the importance of workplace spirituality for employees in working so it can reduce the WDB. An interesting part about this study is the indirect influence of workplace spirituality on workplace deviant behavior through job satisfaction, which also has a major value (0.208), almost equal to direct influence. This circumstance depicts how workplace spirituality influences workplace deviant behavior, as well as the importance of the improvement of employees’ job satisfaction.\u0000\u0000\u0000Originality/value\u0000The originality of this study is primarily placed on the causal relationship between the variables of spiritual leadership and WDB, other than the direct influence; there is also an indirect influence that has a big value, which is the path of spiritual leadership toward workplace deviant behavior through workplace spirituality (−0.248). In other words, workplace deviant behavior is not only influenced directly by spiritual leadership but also by workplace spirituality.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2019-07-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/IJPL-01-2019-0003","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44675538","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-06-03DOI: 10.1108/IJPL-01-2019-0004
Cristina M. Stanica, Maria P. Aristigueta
PurposeNew Public Governance is becoming an important framework for managing the public sector in the era of collaborative governance. The purpose of this paper is to explore the extent to which New Public Governance as a framework is limited to the political and administrative context of Romania and to create a connection between good governance and New Public Governance through operationalizing the concepts and clarifying their inter-dependency. New public leadership skills are required from both horizontal and vertical approaches, in order to tackle the country’s wicked problems.Design/methodology/approachThrough the use of qualitative methods, such as document analysis of Cooperation and Verification Mechanism reports of the European Commission on Romania, and expert interviews with a focus on governance aspects, the paper seeks to clarify the challenges that Romania faces in terms of democratization given the current political and administrative context.FindingsFindings in Romania reveal little agreement on progress in government effectiveness, regulatory quality and implementation of the rule of law. However, progress has been noted on voice and accountability and strengthening democracy.Research limitations/implicationsThe authors discuss the uncertainty that the concept of good governance has created from an international organizations’ perspective in developing countries, and define the good governance infrastructure as a means of bringing governance closer to the complex and changing context of each country. The paper aims to clarify the connection between good governance and New Public Governance, by assessing contextual factors in developing countries.Practical implicationsThe practical implications of the study are related to the possibility of this paper to inform other developing countries on the conditions that are necessary in order to adhere to New Public Governance. The paper has implications in proposing the use of the good governance infrastructure as a helpful concept when considering democratic frameworks for research and practice.Social implicationsThe social implications of this paper are connected to the current political, administrative and social context of the Central and Eastern European region and its component countries. Improving democratic practices, through advancing the importance of good governance indicators in switching to a public governance perspective in public administration, is the main outcome of New Public Governance-style reforms.Originality/valueThe paper’s originality stands in designing the premises for the “good governance infrastructure” as a new concept that aims to bridge the gap between good governance and New Public Governance, and bring more conceptual clarity. Being supported by evidence, through the use of primary data generated by expert interview analysis, the new concept can improve and encourage further research on this topic.
{"title":"Progress toward New Public Governance in Romania","authors":"Cristina M. Stanica, Maria P. Aristigueta","doi":"10.1108/IJPL-01-2019-0004","DOIUrl":"https://doi.org/10.1108/IJPL-01-2019-0004","url":null,"abstract":"PurposeNew Public Governance is becoming an important framework for managing the public sector in the era of collaborative governance. The purpose of this paper is to explore the extent to which New Public Governance as a framework is limited to the political and administrative context of Romania and to create a connection between good governance and New Public Governance through operationalizing the concepts and clarifying their inter-dependency. New public leadership skills are required from both horizontal and vertical approaches, in order to tackle the country’s wicked problems.Design/methodology/approachThrough the use of qualitative methods, such as document analysis of Cooperation and Verification Mechanism reports of the European Commission on Romania, and expert interviews with a focus on governance aspects, the paper seeks to clarify the challenges that Romania faces in terms of democratization given the current political and administrative context.FindingsFindings in Romania reveal little agreement on progress in government effectiveness, regulatory quality and implementation of the rule of law. However, progress has been noted on voice and accountability and strengthening democracy.Research limitations/implicationsThe authors discuss the uncertainty that the concept of good governance has created from an international organizations’ perspective in developing countries, and define the good governance infrastructure as a means of bringing governance closer to the complex and changing context of each country. The paper aims to clarify the connection between good governance and New Public Governance, by assessing contextual factors in developing countries.Practical implicationsThe practical implications of the study are related to the possibility of this paper to inform other developing countries on the conditions that are necessary in order to adhere to New Public Governance. The paper has implications in proposing the use of the good governance infrastructure as a helpful concept when considering democratic frameworks for research and practice.Social implicationsThe social implications of this paper are connected to the current political, administrative and social context of the Central and Eastern European region and its component countries. Improving democratic practices, through advancing the importance of good governance indicators in switching to a public governance perspective in public administration, is the main outcome of New Public Governance-style reforms.Originality/valueThe paper’s originality stands in designing the premises for the “good governance infrastructure” as a new concept that aims to bridge the gap between good governance and New Public Governance, and bring more conceptual clarity. Being supported by evidence, through the use of primary data generated by expert interview analysis, the new concept can improve and encourage further research on this topic.","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2019-06-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/IJPL-01-2019-0004","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43368491","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-04-09DOI: 10.1108/IJPL-11-2018-0055
Mikael Hellström, U. Ramberg
Purpose The purpose of this paper is to address the perceptions senior public leaders in local government have regarding the need for business intelligence and their perceptions of the extent to which their organizations are capable of effectively assimilating business intelligence. Design/methodology/approach The data are from a survey on local governments’ need for and capability to use business intelligence, with a response rate of 50.5 percent, and semi-structured interviews. The survey method originates from private sector research but is adapted to local government conditions in Sweden. Findings The leaders’ perceptions about the need for business intelligence were fragmented. Their perceptions regarding its use were even more fragmented, both between different municipalities and within municipalities. Research limitations/implications The survey is adapted to local government conditions in Sweden and may need further changes to fit other settings. The adaptation and renewal of questions can lead to summation errors in relation to the original survey. Practical implications The paper highlights some of the strategic areas where senior public leaders need to advance their business intelligence and prioritize specific organizational capabilities. The dominant logic, enhancing an inward-looking approach, seems to prevent a more thoroughgoing business analysis. Originality/value The adaptation of a method that is mainly used in the private sector can give new perspectives to senior public leaders regarding the need for and use of business intelligence and can help them identify the factors that can affect the complexity and volatility in local government settings.
{"title":"Senior public leaders’ perceptions of business intelligence","authors":"Mikael Hellström, U. Ramberg","doi":"10.1108/IJPL-11-2018-0055","DOIUrl":"https://doi.org/10.1108/IJPL-11-2018-0055","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to address the perceptions senior public leaders in local government have regarding the need for business intelligence and their perceptions of the extent to which their organizations are capable of effectively assimilating business intelligence.\u0000\u0000\u0000Design/methodology/approach\u0000The data are from a survey on local governments’ need for and capability to use business intelligence, with a response rate of 50.5 percent, and semi-structured interviews. The survey method originates from private sector research but is adapted to local government conditions in Sweden.\u0000\u0000\u0000Findings\u0000The leaders’ perceptions about the need for business intelligence were fragmented. Their perceptions regarding its use were even more fragmented, both between different municipalities and within municipalities.\u0000\u0000\u0000Research limitations/implications\u0000The survey is adapted to local government conditions in Sweden and may need further changes to fit other settings. The adaptation and renewal of questions can lead to summation errors in relation to the original survey.\u0000\u0000\u0000Practical implications\u0000The paper highlights some of the strategic areas where senior public leaders need to advance their business intelligence and prioritize specific organizational capabilities. The dominant logic, enhancing an inward-looking approach, seems to prevent a more thoroughgoing business analysis.\u0000\u0000\u0000Originality/value\u0000The adaptation of a method that is mainly used in the private sector can give new perspectives to senior public leaders regarding the need for and use of business intelligence and can help them identify the factors that can affect the complexity and volatility in local government settings.\u0000","PeriodicalId":43080,"journal":{"name":"International Journal of Public Leadership","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2019-04-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/IJPL-11-2018-0055","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44156819","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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