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Transformational Leadership and Public Service Motivation: Driving Individual and Organizational Performance
Author(s) -
Paarlberg Laurie E.,
Lavigna Bob
Publication year - 2010
Publication title -
public administration review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.721
H-Index - 139
eISSN - 1540-6210
pISSN - 0033-3352
DOI - 10.1111/j.1540-6210.2010.02199.x
Subject(s) - transformational leadership , public service motivation , public relations , public service , prosocial behavior , employee motivation , service (business) , business , psychology , marketing , public sector , political science , social psychology , law
Despite growing evidence about prosocial motivations and their effects on employee behavior, how can new public service motivation research translate into more effective management practices—which, so far, regrettably remain underdeveloped? Increasingly, public service motivation studies have moved from understanding what motivates public servants to exploring how public service motives influence performance. Similarly, greater attention is now paid to the practices of transformational leadership. Drawing on concepts from transformational leadership, this essay explores how managers can harness the positive aspects of public service motivation to enhance employee and organizational performance and outlines strategies that can help managers incorporate public service motivation values across management systems.