Are transformational and transactional types of leadership compatible? A two-wave study of employee motivation

• 成果类型: Article
• 署名作者: Nielsen, Poul Aaes; Boye, Stefan; Holten, Ann-Louise; Jacobsen, Christian Botcher; Andersen, Lotte Bogh
• 署名单位: University of Southern Denmark; Aarhus University; University of Copenhagen
• 刊物名称: PUBLIC ADMINISTRATION
• ISSN/ISSBN: 0033-3298
• DOI: 10.1111/padm.12574
• 发表日期: 2019
• 页码: 413-428
• 关键词: public-service motivation; performance-related pay; PATH-GOAL THEORY; WORK ENGAGEMENT; Intrinsic motivation; JOB DEMANDS; extrinsic rewards; RESOURCES; satisfaction; COMMITMENT

摘要

Transformational and transactional leadership strategies have become prominent in public administration research, but it is unclear whether they are compatible or whether they could undermine each other. We examine the combined and interactive effects of transformational and three types of transactional leadership (contingent verbal rewards, material rewards, and sanctions) on employee work motivation, conceptualized as work engagement and intrinsic motivation. Panel analyses using repeated measures of 385 leaders and 3,797 employees show that transformational leadership and contingent verbal rewards increased employee motivation. However, simultaneous use of contingent material rewards undermined the benefits of transformational leadership. Thus, the motivational potential of service- or community-oriented visions was undercut when leaders also appealed to extrinsic material motives. This could help explain why financial incentives do not always have the expected benefits in public organizations. We therefore argue that research and practice should pay more attention to how different leadership strategies work in combination.