View in EDS HTML Full Text PDF Full Text

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

Saved in:
Bibliographic Details
Title: Only When We Agree! How Value Congruence Moderates the Impact of Goal‐Oriented Leadership on Public Service Motivation.
Authors: Jensen, Ulrich Thy1 ujensen@asu.edu, Andersen, Lotte Bøgh2 lotte@ps.au.dk, Jacobsen, Christian Bøtcher2 ChristianJ@ps.au.dk
Source: Public Administration Review. Jan/Feb2019, Vol. 79 Issue 1, p12-24. 13p. 2 Charts, 1 Graph.
Subject Terms: *Goal (Psychology), *Civil service, Value congruence, Employee motivation, Executives' attitudes, Transformational leadership, Industrial relations, Public administration
Abstract: 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 a field 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 demotivating effects when employee and 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. [ABSTRACT FROM AUTHOR]
Copyright of Public Administration Review is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Database: Education Research Complete
Full text is not displayed to guests.
FullText Links:
  – Type: pdflink
Text:
  Availability: 1
Header DbId: ehh
DbLabel: Education Research Complete
An: 133755430
AccessLevel: 6
PubType: Academic Journal
PubTypeId: academicJournal
PreciseRelevancyScore: 0
IllustrationInfo
Items – Name: Title
  Label: Title
  Group: Ti
  Data: Only When We Agree! How Value Congruence Moderates the Impact of Goal‐Oriented Leadership on Public Service Motivation.
– Name: Author
  Label: Authors
  Group: Au
  Data: <searchLink fieldCode="AR" term="%22Jensen%2C+Ulrich+Thy%22">Jensen, Ulrich Thy</searchLink><relatesTo>1</relatesTo><i> ujensen@asu.edu</i><br /><searchLink fieldCode="AR" term="%22Andersen%2C+Lotte+Bøgh%22">Andersen, Lotte Bøgh</searchLink><relatesTo>2</relatesTo><i> lotte@ps.au.dk</i><br /><searchLink fieldCode="AR" term="%22Jacobsen%2C+Christian+Bøtcher%22">Jacobsen, Christian Bøtcher</searchLink><relatesTo>2</relatesTo><i> ChristianJ@ps.au.dk</i>
– Name: TitleSource
  Label: Source
  Group: Src
  Data: <searchLink fieldCode="JN" term="%22Public+Administration+Review%22">Public Administration Review</searchLink>. Jan/Feb2019, Vol. 79 Issue 1, p12-24. 13p. 2 Charts, 1 Graph.
– Name: Subject
  Label: Subject Terms
  Group: Su
  Data: *<searchLink fieldCode="DE" term="%22Goal+%28Psychology%29%22">Goal (Psychology)</searchLink><br />*<searchLink fieldCode="DE" term="%22Civil+service%22">Civil service</searchLink><br /><searchLink fieldCode="DE" term="%22Value+congruence%22">Value congruence</searchLink><br /><searchLink fieldCode="DE" term="%22Employee+motivation%22">Employee motivation</searchLink><br /><searchLink fieldCode="DE" term="%22Executives'+attitudes%22">Executives' attitudes</searchLink><br /><searchLink fieldCode="DE" term="%22Transformational+leadership%22">Transformational leadership</searchLink><br /><searchLink fieldCode="DE" term="%22Industrial+relations%22">Industrial relations</searchLink><br /><searchLink fieldCode="DE" term="%22Public+administration%22">Public administration</searchLink>
– Name: Abstract
  Label: Abstract
  Group: Ab
  Data: 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 a field 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 demotivating effects when employee and 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. [ABSTRACT FROM AUTHOR]
– Name: AbstractSuppliedCopyright
  Label:
  Group: Ab
  Data: <i>Copyright of Public Administration Review is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.)
PLink https://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=ehh&AN=133755430
RecordInfo BibRecord:
  BibEntity:
    Identifiers:
      – Type: doi
        Value: 10.1111/puar.13008
    Languages:
      – Code: eng
        Text: English
    PhysicalDescription:
      Pagination:
        PageCount: 13
        StartPage: 12
    Subjects:
      – SubjectFull: Goal (Psychology)
        Type: general
      – SubjectFull: Civil service
        Type: general
      – SubjectFull: Value congruence
        Type: general
      – SubjectFull: Employee motivation
        Type: general
      – SubjectFull: Executives' attitudes
        Type: general
      – SubjectFull: Transformational leadership
        Type: general
      – SubjectFull: Industrial relations
        Type: general
      – SubjectFull: Public administration
        Type: general
    Titles:
      – TitleFull: Only When We Agree! How Value Congruence Moderates the Impact of Goal‐Oriented Leadership on Public Service Motivation.
        Type: main
  BibRelationships:
    HasContributorRelationships:
      – PersonEntity:
          Name:
            NameFull: Jensen, Ulrich Thy
      – PersonEntity:
          Name:
            NameFull: Andersen, Lotte Bøgh
      – PersonEntity:
          Name:
            NameFull: Jacobsen, Christian Bøtcher
    IsPartOfRelationships:
      – BibEntity:
          Dates:
            – D: 01
              M: 01
              Text: Jan/Feb2019
              Type: published
              Y: 2019
          Identifiers:
            – Type: issn-print
              Value: 00333352
          Numbering:
            – Type: volume
              Value: 79
            – Type: issue
              Value: 1
          Titles:
            – TitleFull: Public Administration Review
              Type: main
ResultId 1