دانلود رایگان مقاله انگلیسی کارآیی، انگیزه و رهبری تحول گرا: مفاهیم همکاری در بخش عمومی - تیلور و فرانسیس 2018

ABSTRACT

In the public sector, participant attitudes are an important determinant of the success of inter-organizational collaboration initiatives. In this study, a model of employee willingness to collaborate is proposed in which the influence of transformational leadership is determined in part by the performance orientation of the organizational context in which it is enacted. The theoretical model is tested empirically using survey data collected from public employees in South Korea and regressionbased Monte Carlo simulation. The analysis suggests that the effect of transformational leadership is amplified by an organization’s emphasis on internal efficiency and its use of performance-based incentives, factors that themselves have independent positive and negative effects, respectively, on attitudes about collaboration. This study links transformational leadership to an increasingly necessary process in the public sector and highlights its context-dependent influence. Implications of the findings are discussed, including the notion that the efficacy of tactics adopted to support inter-organizational collaboration may be a function of their consistency with the realities of established organizational policies and processes.

Discussion and conclusion

In the public sector, the views of civil servants are important during the implementation of policy (Tummers, 2011), especially so regarding how successfully a given organization can interact with and learn from its environment (Coursey, Yang, & Pandey, 2012; Moynihan, 2003). However, although the literature on collaboration in the public sector is extensive, quantitative studies examining how civil servants perceive inter-organizational collaboration are few. Because of this, this study can make several contributions to the literature. However, before turning to these, a key limitation of the analysis should be noted. In addition to the problem of CMV discussed above, an important shortcoming of cross-sectional data is its lack of temporal separation between measurements, making it impossible to present convincing causal relationships between variables. While it is not clear how preferences for collaboration could influence perceptions of leadership or other organizational characteristics, future research could adopt an experimental or longitudinal research approach to more convincingly deal with the issue of causality. This limitation should be kept in mind throughout the following discussion of this study’s results.