Commentary on “Pulling the Levers: Transformational Leadership, Public Service Motivation, and Mission Valence”

2012 ◽  
Vol 72 (2) ◽  
pp. 216-217 ◽  
Author(s):  
Bob Lavigna
Keyword(s):  
Transformational Leadership ◽  
Public Service ◽  
Public Service Motivation

Transformational Leadership and Project Success: A Mediating Role of Public Service Motivation

2021 ◽  
pp. 009539972110404
Author(s):  
Muhammad Zeeshan Fareed ◽  
Qin Su
Keyword(s):  
Transformational Leadership ◽  
Public Service ◽  
Project Success ◽  
Work Motivation ◽  
Employee Motivation ◽  
Public Service Motivation ◽  
Public Project ◽  
Public Servants ◽  
Public Projects ◽  
The Impact

Previous studies have linked public-sector employees’ motivation to desired results such as higher performance and improved quality of public services. However, questions about the impact of employee motivation on public projects have received less attention. This article uses work motivation theory to explore the fundamental processes by which transformational leadership (TL) and public service motivation (PSM) engender public project success (PS). Analysis of 296 public servants’ data working on Pakistan public projects showed a positive correlation between TL, PSM, and PS. It also showed that PSM partially mediates the relationship between TL and PS.

scholarly journals Influence of Transformational Leadership and Public Service Motivation on Job Performance of Nurses in Thailand

2019 ◽  
Vol 15 (6) ◽  
pp. 59
Author(s):  
Kanon Trichandhara ◽  
Ratana Somrongthong ◽  
Idsaratt Rinthaisong
Keyword(s):  
Transformational Leadership ◽  
Job Performance ◽  
Task Performance ◽  
Public Service ◽  
Employee Performance ◽  
Contextual Performance ◽  
Public Service Motivation ◽  
Public Hospitals ◽  
Proposed Model ◽  
Motivational Influence

Leaders’ role is significant in motivating employee performance. The present study examines the influence of transformational leadership and public service motivation (PSM) on task performance of nurses in three southernmost provinces in Thailand. Based on the data collected from 813 nurses in public hospitals, the results showed that the proposed model was well-fitted to the empirical data. The results of the study indicated that transformational leadership and public service motivation had effects directly on both task performance and contextual performance. Furthermore, transformational leadership had indirect effects on task performance and contextual performance through public service motivation. These findings suggest that nurses’ job performance could be enhanced by the motivational influence of their immediate leaders.

How Transformational Leadership Supports Intrinsic Motivation and Public Service Motivation: The Mediating Role of Basic Need Satisfaction

2017 ◽  
Vol 48 (6) ◽  
pp. 535-549 ◽  
Author(s):  
Ulrich Thy Jensen ◽  
Louise Ladegaard Bro
Keyword(s):  
Transformational Leadership ◽  
Intrinsic Motivation ◽  
Public Service ◽  
Structural Equation ◽  
Work Motivation ◽  
Psychological Needs ◽  
Public Service Motivation ◽  
Need Satisfaction ◽  
Basic Psychological Needs ◽  
Equation Modeling

Motivating public service employees to greater effort is a key issue for managers and scholars. Transformational leadership concerns behaviors to develop, share, and sustain a vision for the organization and has been suggested as an important lever in this respect. However, we know little about the processes by which transformational leadership may stimulate work motivation. Integrating transformational leadership, public service motivation (PSM), and self-determination theory, this article sheds light on the psychological mechanisms underlying the motivational effects of transformational leadership. According to structural equation modeling, the relationships between transformational leadership and two types of autonomous work motivation—intrinsic motivation and PSM—are mediated by the satisfaction of the basic psychological needs for autonomy, competence, and relatedness. Our findings support the claim that the motivational effects of transformational leadership are mediated by need satisfaction, but also that satisfaction of individual needs is not equally important for intrinsic motivation and PSM, respectively.

scholarly journals Leadership and motivation: a qualitative study of transformational leadership and public service motivation

2016 ◽  
Vol 84 (4) ◽  
pp. 675-691 ◽  
Author(s):  
Lotte Bøgh Andersen ◽  
Bente Bjørnholt ◽  
Louise Ladegaard Bro ◽  
Christina Holm-Petersen
Keyword(s):  
Transformational Leadership ◽  
Qualitative Study ◽  
Public Service ◽  
Public Service Motivation ◽  
Transformational Leaders ◽  
Organizational Vision ◽  
Childcare Centers ◽  
Long Run ◽  
Good For ◽  
Depth Interviews

Transformational leaders work to clarify a vision, share it with their employees and sustain it in the long run, and this is expected to result in increased employee public service motivation (PSM), that is, orientation towards doing good for others and society. Based on 48 in-depth interviews with 16 childcare leaders and 32 of their employees combined with 16 days of observation in these childcare centers, this article investigates the association between transformational leadership and PSM. When the leaders clarify, share and maintain an organizational vision, their employees are more motivated to do good for society and others, and this motivation tends to be less paternalistic and slightly more society-oriented. This implies that it is relevant to ask not only whether transformational leadership increases PSM, but also how it affects the type of PSM. Points for practitioners Transformational leadership happens when leaders strive to develop a vision for the organization, share the vision with the employees and sustain the employees’ attention to the vision. Transformational leadership seems to increase PSM and make employees less paternalistic and more focused on contributing to society.

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