Leading to Make a Difference: A Field Experiment on the Performance Effects of Transformational Leadership, Perceived Social Impact, and Public Service Motivation

By N. Bellé. 2014

321 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Public Administration, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/3e0b82f20f9d40d062ab829dbe786212ee0e1a68

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Citations in the corpus

Activating the Forces of Public Service Motivation: Evidence from a Low‐Intensity Randomized Survey Experiment (2015, unknown): “In line with broader experimental work on PSM (Bellé 2013, 2014; Brewer and Brewer 2011; Christensen et al. 2013), this article contributes to this end.”
The Bright Side of Being Prosocial at Work, and the Dark Side, Too: A Review and Agenda for Research on Other-Oriented Motives, Behavior, and Impact in Organizations (2016, methodology): “There is also evidence that once employees recognize that their actions benefit others, their prosocial motives are strengthened (Bellé, 2013a; Lemoine et al., 2015), which hints at the prospect of a virtuous cycle.”
Is Leadership in the Eye of the Beholder?: A study of intended and perceived leadership strategies and organizational performance (2014, methodology): “…leadership and performance using either subjectively measured performance data (Oberfield, 2012; Park & Rainey, 2008; Trottier, Van Wart, & Wang, 2008) or focusing on relatively narrow aspects of objectively performance due to experimental designs (Bellé, 2013; Dvir, Eden, Avolio, & Shamir, 2002).”
Conceptualizing and Measuring Transformational and Transactional Leadership (2019, unknown): “Recent public administration studies (e.g., Bellé, 2014; Andersen & Pallesen, 2008) have confirmed that these strategies can indeed increase goal attainment in public organizations, but the extent to which the strategies affect many other relevant outcomes remains unexplored.”
Can Public Leadership Increase Public Service Motivation and Job Performance? (2020, methodology): “Previous research showed that PSM is strongly related to social impact perceptions (Bellé 2014).”
How work redesign interventions affect performance: An evidence-based model from a systematic review (2021, background): “Only three of these studies tested (and confirmed) a mediation relationship between the intervention, changes in work design, and performance (Bellé, 2014; Holman and Axtell, 2016; Grant, 2008a), preventing stronger causal conclusions.”
Red Tape, Resigned Satisfaction, Public Service Motivation, and Negative Employee Attitudes and Behaviors (2015, background): “Though the sample size and sample selection process is not without precedence (Bellé, 2013; Duffy, Scott, Shaw, Tepper, & Aquino, 2012; Tse, Ashkanasy, & Dasborough, 2012), large sample size and employees belonging to one organization can increase the external validity of our results.”
Leadership and public service motivation: a systematic synthesis (2021, methodology): “To this end, the field has developed a well-established research base on public sector leadership (Fernandez 2004; Van Wart 2014), including dozens of studies on leadership and public service motivation (Andersen et al. 2018; Bell e 2014; Fazzi and Zamaro 2016).”
Performance-Related Pay and the Crowding Out of Motivation in the Public Sector: A Randomized Field Experiment (2015, background): “Th e use of monetary incentives in the public sector does not seem to be declining; on the contrary, it seems to have enjoyed a recent resurgence in interest and popularity (Bellé and Cantarelli 2014; Bellé and Ongaro 2014; Perry, Engbers, and Jun 2009).”