Leadership and Public Service Motivation in U.S. Federal Agencies

By Sung Min Park, H. Rainey. 2008

304 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management, Public Administration

View Paper: https://www.semanticscholar.org/paper/bd8c0eb8f42e310380bc756f35aaea437de69258

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In Management Information Systems

In Organizational Behavior and Human Resource Management

In Public Administration

Citations in the corpus

Is Leadership in the Eye of the Beholder?: A study of intended and perceived leadership strategies and organizational performance (2014, background): “However, a number of recent studies have demonstrated the relevance of these two leadership strategies in public organizations (Bellé, 2013; Moynihan et al., 2012; Oberfield, 2012; Park & Rainey, 2008; Trottier et al., 2008; Wright, Moynihan, & Pandey, 2009).”
Chapter 6 – The Personnel Economics of the Developing State (2017, background): “Park and Rainey (2008) analyze data from 22 federal agencies in the United States and find that public service motivation is positively correlated with self-reported measures of job productivity and quality of work.”
Toward a Better Understanding of the Relationship Between Transformational Leadership, Public Service Motivation, Mission Valence, and Employee Performance (2014, background): “Although Park and Rainey (2008) tested that hypothesis, they did so with questionnaire items from a federal government survey.”
Setting the Table: How Transformational Leadership Fosters Performance Information Use (2012, background): “…three processes, studies have found that transformational leadership increases behavioral characteristics associated with developmental cultures, such as employee empowerment (Howell and Avolio 1993; Park and Rainey 2008), creativity, and innovation (Jung, Chow, and Wu 2003; Shin and Zhou 2003).”
The mediating effect of job satisfaction and organizational commitment on self-reported performance: more robust evidence of the PSM—performance relationship (2009, background): “The presence of PSM leads to higher levels of commitment and satisfaction for employees working in a public sector environment, thus rendering higher levels of performance (as demonstrated by Park and Rainey, 2007, 2008).”
Leadership behavior and employee well-being: An integrated review and a future research agenda (2018, background): “…suggest that these behaviors are differentially related to well-being outcomes, with transformational leadership being positively related to well-being through motivational constructs with intrinsic focus, while this was not the case for transactional leadership (e.g., Sung Min & Rainey, 2008).”