Setting the Table: How Transformational Leadership Fosters Performance Information Use

• 成果类型: Article
• 署名作者: Moynihan, Donald P.; Pandey, Sanjay K.; Wright, Bradley E.
• 署名单位: University of Wisconsin System; University of Wisconsin Madison; Rutgers University System; Rutgers University Newark; University of North Carolina; University of North Carolina Charlotte
• 刊物名称: JOURNAL OF PUBLIC ADMINISTRATION RESEARCH AND THEORY
• ISSN/ISSBN: 1053-1858
• DOI: 10.1093/jopart/mur024
• 发表日期: 2012
• 页码: 143-164
• 关键词: PUBLIC-SECTOR; TRANSACTIONAL LEADERSHIP; WORK MOTIVATION; management; goal; ORGANIZATIONS; GOVERNMENT; benchmarking; environment; INNOVATION

摘要

The article offers a theory of how leadership affects the implementation of management reforms. The central premise of this theory is that leadership can have important but easy-to-miss indirect effects on organizational factors that shape reform outcomes. To test this question, we examine how transformational leadership influences the implementation of performance reforms, using performance information use as a dependent variable. Previous research suggests that leadership can affect how performance information is used among employees but underspecifies the theoretical mechanisms by which this influence occurs. This article develops a theoretical model that proposes that transformational leaders set the table for performance information use via a positive but indirect effect on two mediating factors, goal clarity and organizational culture. A structural equation model using self-reported performance information use as a dependent variable provides empirical evidence consistent with our theory.Translations by Claudia N. Avellaneda, University of North Carolina Charlotte and Nicolai Petrovsky, University of Kentucky.