scholarly journals The Joint Influence of Servant Leadership, Red Tape, Public Service Motivation on Work Engagement

2018 ◽  
Vol 15 (3) ◽  
pp. 29-61
Author(s):  
김선희 ◽  
박현희 ◽  
심동철
Keyword(s):  
Servant Leadership ◽  
Work Engagement ◽  
Public Service ◽  
Public Service Motivation ◽  
Joint Influence ◽  
Red Tape

scholarly journals Exploring the Job Demands–Resources Model of Work Engagement in Government: Bringing in a Psychological Perspective

2017 ◽  
Vol 39 (3) ◽  
pp. 372-397 ◽  
Author(s):  
Rick T. Borst ◽  
Peter M. Kruyen ◽  
Christiaan J. Lako
Keyword(s):  
Public Administration ◽  
Work Engagement ◽  
Public Service ◽  
Large Scale ◽  
Job Demands ◽  
Public Service Motivation ◽  
Public Servants ◽  
Work Related ◽  
State Of Mind ◽  
Red Tape

Work engagement refers to an active energetic state of mind that is characterized by vigor, dedication, and absorption. Despite practitioner’s attention for work engagement, few public administration scholars have studied public servants’ work engagement empirically. The goal of this study is to extend the job demands–resources (JD-R) model of work engagement using insights from the public administration literature. The analysis of a large-scale survey ( N = 9,465) shows that (a) work and personal resources, including public service motivation, are positively related to work engagement; (b) red tape moderates these relationships; and (c) work engagement mediates the relationship between JD-R and job outcomes. In conclusion, public organizations can potentially increase work engagement and inherently employee outcomes by increasing work-related resources (autonomy, cooperation with colleagues) and selecting personnel with a proactive personality and high levels of public service motivation.

Servant leadership and engagement: a dual mediation model

2018 ◽  
Vol 33 (6) ◽  
pp. 406-417 ◽  
Author(s):  
Yuanjie Bao ◽  
Chaoping Li ◽  
Hao Zhao
Keyword(s):  
Servant Leadership ◽  
Social Exchange ◽  
Work Engagement ◽  
Public Service ◽  
Public Service Motivation ◽  
Exchange Mechanism ◽  
Content Type ◽  
Prosocial Motivation ◽  
The Social ◽  
Matched Data

Purpose The purpose of this paper is to compare two mediating mechanisms of servant leadership’s effect on followers’ work engagement: the social exchange mechanism (represented by leader-member exchange (LMX)) and the social learning mechanism (represented by public service motivation in Study 1 and prosocial motivation in Study 2). Design/methodology/approach In Study 1, the authors collected two-wave matched data from 216 public sector employees. In Study 2, the authors collected two-wave matched data from 178 private sector employees. The authors use hierarchical regression and bootstrapping to test the hypotheses. Findings Servant leadership is positively related to follower’s work engagement and this relationship is mediated by LMX, but not by public service motivation (Study 1) or prosocial motivation (Study 2). It suggests that servant leadership promotes followers’ work engagement mostly through the social exchange mechanism. Research limitations/implications The data were collected from Chinese employees, and future studies are necessary to verify the findings in other cultural contexts. Originality/value This study sheds light on a more nuanced picture of the effect mechanisms of servant leadership.

Red Tape, Rule Legitimacy, and Public Service Motivation: Experimental Evidence From Korean Citizens

2022 ◽  
pp. 009539972110690
Author(s):  
Yongjin Ahn ◽  
Jesse W. Campbell
Keyword(s):  
Public Service ◽  
Public Service Motivation ◽  
Survey Experiment ◽  
South Korean ◽  
Input And Output ◽  
Relief Fund ◽  
Red Tape ◽  
Input Legitimacy ◽  
Output Legitimacy

While legitimacy plays a key role in determining if a public sector rule or process objectively qualifies as red tape, it is unclear if legitimacy shapes subjective red tape judgments. We use a sample of South Korean citizens and a vignette-based survey experiment describing applying for a small business COVID-19 relief fund to test the relevance of rule legitimacy for perceived red tape. We find that obtaining a favorable outcome (receiving the fund) reduces perceived red tape, but that neither input nor output legitimacy plays a consistent role. Second, we find that public service motivation moderates the role of both input and output legitimacy on perceived red tape, though in different directions. For those with high levels of public service motivation, output legitimacy reduces perceived red tape. However, for the same group, input legitimacy increases it. We provide a detailed discussion of the contributions of our study.

RESIGNED BUT SATISFIED: THE NEGATIVE IMPACT OF PUBLIC SERVICE MOTIVATION AND RED TAPE ON WORK SATISFACTION

2011 ◽  
Vol 90 (1) ◽  
pp. 175-193 ◽  
Author(s):  
DAVID GIAUQUE ◽  
ADRIAN RITZ ◽  
FRÉDÉRIC VARONE ◽  
SIMON ANDERFUHREN-BIGET
Keyword(s):  
Public Service ◽  
Negative Impact ◽  
Work Satisfaction ◽  
Public Service Motivation ◽  
Red Tape

scholarly journals SERVANT LEADERSHIP AND FOLLOWER JOB PERFORMANCE: THE MEDIATING EFFECT OF PUBLIC SERVICE MOTIVATION

2016 ◽  
Vol 94 (4) ◽  
pp. 1025-1041 ◽  
Author(s):  
GARY SCHWARZ ◽  
ALEXANDER NEWMAN ◽  
BRIAN COOPER ◽  
NATHAN EVA
Keyword(s):  
Job Performance ◽  
Servant Leadership ◽  
Public Service ◽  
Public Service Motivation ◽  
Mediating Effect

Public Service Motivation in a Work Group: Role of Ethical Climate and Servant Leadership

2018 ◽  
Vol 48 (2) ◽  
pp. 203-225 ◽  
Author(s):  
Dong Chul Shim ◽  
Hyun Hee Park
Keyword(s):  
Servant Leadership ◽  
Public Service ◽  
Structural Equation ◽  
Ethical Climate ◽  
Structural Equation Models ◽  
Work Group ◽  
Public Service Motivation ◽  
Government Employees ◽  
Individual Level ◽  
The Individual

The current study attempts to examine Perry’s assertion that the public service motivation (PSM) of government employees may be influenced by the logic of appropriateness. Based on a survey of 596 Korean local government employees in 110 work groups, this study investigated the associations between ethical climate, servant leadership, and PSM. Multilevel structural equation models (SEM) were employed. At the individual level, ethical climate (i.e., efficiency, rule/law, independence) was significantly associated with PSM. However, at the work group level, ethical climate did not demonstrate a significant association with PSM. In addition, this study found that servant leadership is effective in helping government employees develop PSM at both the individual and work group levels.

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