Only When We Agree! How Value Congruence Moderates the Impact of Goal-Oriented Leadership on Public Service Motivation

• 成果类型: Article
• 署名作者: Jensen, Ulrich Thy; Andersen, Lotte Bogh; Jacobsen, Christian Botcher
• 署名单位: Arizona State University; Arizona State University-Tempe; Aarhus University
• 刊物名称: PUBLIC ADMINISTRATION REVIEW
• ISSN/ISSBN: 0033-3352
• DOI: 10.1111/puar.13008
• 发表日期: 2019
• 页码: 12-24
• 关键词: PERSON-ORGANIZATION FIT; transformational leadership; performance; need; metaanalysis; management; questions; issues; work; job

摘要

Questions of how and when managers can motivate the workforce of public organizations are fundamental for scholars and practitioners alike. A dominant assertion is that goal-oriented leadership strategies, such as transformational leadership, foster public service motivation (PSM). However, existing studies rely on designs that are vulnerable to endogeneity and rarely investigate the scope conditions of the leadership-PSM relationship. combining afield experiment with 364 managers and surveys of their 3,470 employees,, the authors show that transformational leadership and transactional leadership, when induced experimentally, do not have the claimed positive effect on PSM. In fact, the results indicate that goal-oriented leadership can have dernotivating effects when employee mid organizational values are incongruent. Public managers should therefore carefully assess existing levels of value (in) congruence before implementing goal-oriented leadership strategies, and in case of value conflicts seek to align perceptions of the desirable among members of the organization.