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Can public leadership increase public service motivation and job performance?

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journal contribution
posted on 2020-06-29, 00:00 authored by G Schwarz, N Eva, Alexander NewmanAlexander Newman
To advance understanding of leadership in the public sector, this article examines the link between accountability, rule‐following, political loyalty, and network governance approaches to leadership and employees' public service motivation (PSM) and individual job performance. Using a sample of 300 civil servants and their 64 managers in China, the study finds that accountability, rule‐following, political loyalty, and network governance leadership are all significantly positively related to employees' PSM levels and job performance. The results of multilevel modeling show that network governance leadership has the strongest positive relationship with both PSM and job performance, suggesting that managers should encourage public employees to initiate and maintain contacts outside their organizations to access relevant information, technical expertise, and resources that may be not be available internally.

History

Journal

Public Administration Review

Volume

80

Issue

4

Season

July/August 2020

Pagination

543 - 554

Publisher

Wiley-Blackwell Publishing

Location

Hoboken, N.J.

ISSN

0033-3352

eISSN

1540-6210

Language

eng

Publication classification

C1 Refereed article in a scholarly journal; C Journal article

Copyright notice

2020, The Authors