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TRANSFORMATIONAL LEADERSHIP AND THE USE OF NORMATIVE PUBLIC VALUES: CAN EMPLOYEES BE INSPIRED TO SERVE LARGER PUBLIC PURPOSES?
Author(s) -
PANDEY SANJAY K.,
DAVIS RANDALL S.,
PANDEY SHEELA,
PENG SHUYANG
Publication year - 2016
Publication title -
public administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.313
H-Index - 93
eISSN - 1467-9299
pISSN - 0033-3298
DOI - 10.1111/padm.12214
Subject(s) - transformational leadership , normative , public relations , public sector , equity (law) , representation (politics) , political science , business , sociology , psychology , social psychology , law , politics
This article asks whether and how transformational leadership in the public sector can influence the use of normative public values in organizational decisions. We focus on transformational leadership's influence on three core normative public values (representation, equity, and individual rights). The extent to which public organizations and their employees emphasize normative public values in their decision‐making can signal important messages to external stakeholders about respect for and responsiveness to all citizens, valuing citizens from different walks of life equally, and respect for constitutionally guaranteed rights. We propose a model in which transformational leadership has a direct influence (infusing) and an indirect influence (convincing others) on employee use of public values in organizational decision‐making. Empirical tests provide support for the proposed model, with the indirect influence (convincing others) providing a stronger impetus. The article concludes with a discussion of the results and implications.