scholarly journals Civil servants’ perceptions of agency heads’ leadership styles: the role of gender in public sector organizations

2020 ◽  
pp. 1-24 ◽  
Author(s):  
Don S. Lee ◽  
Soonae Park
Keyword(s):  
Public Sector ◽  
Leadership Styles ◽  
Civil Servants ◽  
Public Sector Organizations

scholarly journals The influence of leadership styles on employees' job satisfaction in public sector organizations in Indonesia

2021 ◽  
pp. 1393-1398 ◽  
Author(s):  
Jonny Holbert ◽  
R. Madhakomala ◽  
Saparuddin Saparuddin ◽  
Elkana Timotius
Keyword(s):  
Job Satisfaction ◽  
Regression Analysis ◽  
Public Sector ◽  
Competitive Advantage ◽  
Leadership Styles ◽  
Employee Satisfaction ◽  
Public Organization ◽  
Organization Performance ◽  
Public Sector Organizations

A good performance potentially creates competitive advantage for any organization. Performance is determined by the role of leaders who influence all members of organizations through clear directions. Likewise, employee satisfaction in improving the performance of an organization also depends on the leader. This study investigates the role of leadership and job satisfaction on employee’s performance. Sample of this research includes 160 employees in a public organization in Indonesia. They are analyzed by descriptive and inference statistics for the linearity and regression analysis. The results of the study show that leadership had a significant impact on employee’s performance and job satisfaction. They are recommended to be considered when performance needs to be improved.

Does love of money matter for innovative work behavior in public sector organizations? Evidence from Indonesia

2020 ◽  
Vol 34 (1) ◽  
pp. 71-85
Author(s):  
Ely Susanto
Keyword(s):  
Public Sector ◽  
Civil Servants ◽  
Work Behavior ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Love Of Money ◽  
Public Sector Organizations ◽  
Innovative Work ◽  
The Relationship

PurposeThis paper aims to test the impact of public service motivation (PSM) and love of money (LOM) on innovative work behavior (IWB) and the moderating role of love of money on the relationship between PSM IWB in the public-sector environment.Design/methodology/approachA total of 400 sets of questionnaires were distributed to camat (district heads) and lurah (sub-district heads), civil servants in Yogyakarta municipality, Indonesia. The final sample selected for analysis was comprised of 241 paired data responses. Multiple hierarchical regression analysis was used to test the study's hypotheses.FindingsThis study found that PSM does not positively influence IWB, whereas LOM does. This study also confirmed the moderating role of LOM in the relationship between PSM and IWB.Research limitations/implicationsFirst, the sample size is limited to civil servants working at districts (kecamatan) and sub-districts (kelurahan) in Yogyakarta municipality. Such a limited amount of sample may have an impact on the findings. Second, causal inferences are difficult to achieve as this study employed cross-sectional data. Longitudinal studies should, thus, be considered for future studies. Third, most respondents are 46–50 years old.Practical implicationsLeaders in public organizations should consider the living conditions of their civil servants when drafting policies to encourage innovative behavior. Theoretically, intrinsic motivation is the dominant factor that encourages people to behave innovatively. This theory, however, may not be viable when applied in a condition where civil servants face a difficult life as a result of their relatively low level of salary. Under such conditions, monetary reward policy can subsequently be an alternative to encourage them to behave innovatively.Social implicationsLeaders should carefully pay attention to this policy and follow what Tang and Ciu (2003) and Frey and Jegen (2001) suggest. As an LOM attitude can lead to improper behaviors (Tang and Ciu, 2003), monetary rewards should be used as a support rather than as a control in reference to the civil servants. Moreover, leaders should consistently maintain the sustainability of their monetary policy to improve IWB. This is because they have changed their focus to monetary rewards rather than intrinsic motivation. When this policy is terminated, it may impact the diminishing IWB.Originality/valueScholars and practitioners agree that IWB can help public-sector organizations improve performance. While most existing research has been conducted in the context of the private sector, this study investigates IWB in the context of public sector organizations. Previous studies have also indicated that the battle between two approaches, utilitarianism and romanticism, continues. Therefore, this study is designed to enrich the debate about this struggle between the two approaches in order to uncover ideas that help explain IWB in a developing country.

Lean Six Sigma for public sector organizations: is it a myth or reality?

2017 ◽  
Vol 34 (9) ◽  
pp. 1402-1411 ◽  
Author(s):  
Jiju Antony ◽  
Bryan Rodgers ◽  
Elizabeth A. Cudney
Keyword(s):  
Public Sector ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Service Organizations ◽  
Improvement Strategy ◽  
Content Type ◽  
The Public ◽  
Public Sector Organizations ◽  
Potential Applications

Purpose Lean Six Sigma (LSS) as a process excellence has been widely adopted in both manufacturing and service organizations; however, its application in the public sector has not been widely explored. Is LSS still a myth or reality in our public sector organizations? The purpose of this paper is to make an attempt to debate about the use of LSS and its potential applications in the public sector context. Design/methodology/approach The initial approach is to critically evaluate the role of LSS in various public sector contexts, followed by showcasing four case studies from four different public sector settings: higher education, police service, public hospital and local government. Findings LSS methodology can be embraced by all public sector organizations to create efficient and effective processes to provide enhanced customer experience and value at reduced operational costs. Research limitations/implications This paper seeks to contribute to and broaden the limited body of evidence of the applicability of LSS to public sector organizations and identifies areas for further research and review. Practical implications LSS will continue to grow across many public sector organizations in Europe and other parts of the world over the forthcoming years. However, what will eventually determine if LSS is viewed by public sector organizations as just a passing management fad or not largely depends on the leadership and success of its execution. If LSS is deployed in its true sense across the public sector organizations at a global level, the hard cash savings generated can reach several billions. Originality/value The paper yields an immense value to both research scholars and practitioners who are engaged in the introduction of LSS as a business process improvement strategy to achieve and sustain competitive advantage. Moreover, this paper makes an attempt to dispel the myth of LSS which have been quite prevalent in many public sector organizations around us today.

scholarly journals Public servants’ perception of leadership style and its impact on organizational commitment

2020 ◽  
Vol 18 (4) ◽  
pp. 319-333
Author(s):  
Bissane Harb ◽  
Boutheina Hachem ◽  
Hassan Hamdan
Keyword(s):  
Organizational Commitment ◽  
Public Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Online Survey ◽  
Full Range ◽  
Public Servants ◽  
Public Managers ◽  
The Relationship

Lebanon is facing an unprecedented political and economic crisis. Consequently, the country now urgently needs more than ever committed public managers, more involved and more effective in their work responsibilities to enhance public sector performance and reduce the consequences of the crisis. Little research has been done on the role of leadership in promoting organizational commitment in the public sector in Lebanon. Thus, referring to the leadership full range theory, this study aims to investigate the association between leadership styles and organizational commitment with the mediating role of Leader-member exchange (LMX). It further aims to examine the relationships between gender, leadership style, LMX and organizational commitment in the Lebanese public context.Data were collected via an online survey on a sample composed of 132 middle managers working in six public administrations in Lebanon. Linear and multiple regression analyses were carried out to test the direct and indirect effect of leadership styles on organizational commitment. The results indicated that both two styles of Bass are positively correlated with organizational commitment. The results also revealed a significant relationship between public servant gender and the quality of his relationship with the leader. Moreover, results showed that LMX doesn’t mediate the relationship between transformational leadership and organizational commitment, although it partially mediates the relationship between transactional leadership and organizational commitment. This study contributes to understanding of the mechanisms of developing organizational commitment through leadership styles. It also has implications for public service recruitment and training policies.

scholarly journals The Role of e-Government in Enhancing Postgraduate Employment Transparency in Saudi Arabia

2021 ◽  
Vol 14 (4) ◽  
pp. 1
Author(s):  
Mohammed Al-Saif ◽  
Ahmed Abdel-Whab
Keyword(s):  
Saudi Arabia ◽  
Public Sector ◽  
The Public ◽  
Highly Efficient ◽  
Public Sector Organizations ◽  
Research Centres

One of e-Government implementation’s most notable advantages is the enhancement of transparency amongst public sector organizations that it brings, possibly caused by the availability of information, the newfound accountability, and the ability to track and monitor transactions within the public sector. With this in mind, the research at hand will centre on the issue of unemployment amongst postgraduates in Saudi Arabia, focusing on reaping the benefits of the centralised, highly efficient e-Government system to control the process of employment within Saudi universities and research centres. In this vein, this research proposes that e-Government (as well as other ICTs) should be tasked with fighting corruption by detailing the specifics and qualifications of the job-seeker in question within the relevant centralised websites. Indeed, such a process would allow for the filtering and selecting process by the employer to be both supervised and audited.

Servant leadership and organizational deviant behaviour: interpreting some contradictory results from public sector of Pakistan

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amjad Iqbal ◽  
Iftikhar Ahmad ◽  
Khawaja Fawad Latif
Keyword(s):  
Public Sector ◽  
Servant Leadership ◽  
Self Efficacy ◽  
Deviant Behaviour ◽  
Content Type ◽  
Mediating Role ◽  
Public Sector Organizations ◽  
The Relationship ◽  
Trust In Leader

PurposeThis study aims at ascertaining the relationship between servant leadership and employees’ organizational deviant behaviour in public sector organizations of Pakistan. Drawing on social cognitive and social exchange theories, this research also proposes to determine the mediating role of self-efficacy and trust in leader in this relationship.Design/methodology/approachUsing convenience sampling method, three-wave time-lagged data were collected from 204 employees working in secretariats of two federal ministries in Pakistan.FindingsThe results derived from partial least squares structural equation modelling (PLS-SEM) analysis using SmartPLS 3.2.9 software revealed that servant leadership is not negatively related to employee organizational deviant behaviour. Although the findings indicate that servant leadership is positively related to employee self-efficacy and trust in leader, these factors do not mediate the relationship between servant leadership and organizational deviant behaviour.Practical implicationsEmpirical evidence of this research emphasizes the role of servant leadership in fostering employees’ trust and self-efficacy. Additionally, this research suggests that alongside servant leadership, a moral climate and fairness in organizational policies and decisions are also inevitable to prompt employees to feel obligated to reduce undesirable workplace behaviours, particularly in public sector organizations.Originality/valueThis is amongst the earlier studies that investigates the association between servant leadership and organizational deviant behaviour of public sector employees in a developing context and examines the mediating role of trust in leader and self-efficacy simultaneously. Being contradictory to the underlying theories, findings of this research open the debate on effectiveness of servant leadership in public sector organizations of developing countries and expose avenues for future research.

Leadership Style and Work Engagement: A Comparison of Private and Public Sector Firms in India

2021 ◽  
pp. 097226292110526
Author(s):  
Jain Mathew ◽  
Kohila Rajam ◽  
Sridevi Nair
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Work Engagement ◽  
Public And Private ◽  
Public Sector Organizations ◽  
Private And Public ◽  
Private Sector Organizations ◽  
Public And Private Sector

Post-privatization, public sector organizations were encouraged to borrow and learn from private sector firms. The popular belief was that the human resource practices followed by private sector organizations were far superior and more effective than those of the public sector organizations. However, this claim lacks empirical proof. This study adds to this body of knowledge by comparing the level of work engagement in private and public sector firms of India. Given that the leadership is crucial in setting the tone of an organization, the study also analyses the dominant leadership styles and their relationship to the levels of work engagement. The study is descriptive in nature and utilizes a structured questionnaire to collect data. Individuals currently employed in Indian public and private sector firms, in managerial roles, were invited to record their responses. The final sample consisted of 240 employees, with equal representation from both sectors. The collected data was then analysed using SPSS. The findings suggested that the dominant leadership styles were not significantly different in public and private sector organizations. Private sector employees were found to be more engaged and the leadership style appeared to be significantly related to the levels of engagement in public sector firms only.

Change management through leadership: the mediating role of organizational culture

2017 ◽  
Vol 25 (4) ◽  
pp. 723-739 ◽  
Author(s):  
Abdulla Ahmed Al-Ali ◽  
Sanjay Kumar Singh ◽  
Moza Al-Nahyan ◽  
Amrik Singh Sohal
Keyword(s):  
Organizational Culture ◽  
Public Sector ◽  
Change Management ◽  
Planned Change ◽  
Service Organizations ◽  
Content Type ◽  
Mediating Role ◽  
Public Sector Organizations ◽  
Public Sector Service

Purpose This paper aims to examine the influence of change leadership on organizational culture and change management practices in public-sector firms in the United Arab Emirates (UAE). It also examines the mediating role of organizational culture on the interactions between leadership and change management programmes in the organization. Design/methodology/approach An empirical test of the hypotheses using confirmatory factor analysis and structural equation modelling were applied to data collected from 210 middle-management respondents of public-sector organizations in the UAE. Findings The findings suggest that change-oriented leadership has a positive and significant direct effect on planned change (ß = 0.20, p < 0.01) and a positive and significant but indirect effect on planned change (ß = 0.279, p < 0.01) and emergent change (ß = 0.262, p < 0.01) change. Furthermore, hierarchical culture was found to positively and significantly impact directly on both planned (ß = 0.480, p < 0.001) and emergent (ß = 0.245, p < 0.01) change management in the UAE public-sector service organizations. Practical implications Based on the study’s findings, the role of the hierarchical culture in effecting change in the UAE public-sector organizations provides new and significant insights into the research literature on organizational culture as regards change management issues and the challenges facing these organizations. Originality/value The study makes a significant original contribution toward knowledge on the management of organizational change in UAE public-sector service organizations. It has practical implications for managers and leaders confronting organizational change management in the UAE.

Sign in / Sign up

Export Citation Format

Share Document