Only If We Agree? How Value Conflicts Moderate the Relationship Between Transformational Leadership and Public Service Motivation
Abstract
Existing studies find positive associations between transformational leadership and public service motivation (PSM), but value conflict may moderate the relationship. This is investigated for Danish University Colleges using a mixed-methods design. These colleges educate future teachers, pedagogues, nurses, and social workers, and their strong public service-oriented missions and potentially conflicting public values make this sector a well-suited case to test whether consensus on public values is a precondition for a positive association between transformational leadership and employee PSM. Based on a survey of 968 employees combined with qualitative interviews concerning specific public values, we find that the less value conflict, the stronger the positive relationship between the direct managers’ level of transformational leadership and the employees’ PSM. This is also the case for the top management. This implies that transformational leadership might be a way for managers to enhance employee PSM, but only if there is no severe value conflict.
Integrity signals
Registry
Cites
Statistics
Claims the paper makes
Claims other papers make about this one
Each is checked against this paper’s own text: does it say what the citing paper says it does?
Quantitative studies indicate that transformational leadership increases employees' level of public service motivation.
“As expected, quantitative studies (Wright, Moynihan, and Pandey 2012; Krogsgaard, Thomsen, and Andersen 2014, Bellé 2014; Park and Rainey 2008; Vandenabeele 2014) indicate that transformational leadership increases employees' level of PSM.”
From Leadership and motivation: a qualitative study of transformational leadership and public service motivation (2018) · cites this paper as Krogsgaard, Thomsen, and Andersen 2014
Cites
IMPACT OF TRANSFORMATIONAL LEADERSHIP ON FOLLOWER DEVELOPMENT AND PERFORMANCE: A FIELD EXPERIMENT.
Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002) · Academy of Management Journal · doi:10.2307/3069307 · Cited by 1,906 · see citing works
Antonakis, J., Avolio, B. J., & Sivasubramaniam, N. (2003) · The Leadership Quarterly · doi:10.1016/s1048-9843(03)00030-4 · Cited by 1,533 · see citing works
Flagged first, then by citations
Cited by
Sorted by citations
Andersen, L. B., Bjørnholt, B., Bro, L. L., & Holm-Petersen, C. (2018) · International Review of Administrative Sciences · doi:10.1177/0020852316654747 · Cited by 89 · see citing works
“As expected, quantitative studies (Bellé, 2014; Krogsgaard et al., 2014; Park and Rainey, 2008; Vandenabeele, 2014; Wright et al., 2012) indicate that transformational leadership increases employees’ level of PSM.”
BackgroundInfluentialSelf-citation
- Authors
- Krogsgaard, J. A., Thomsen, P., & Andersen, L. B.
- Affiliations
- Danish Ministry of Social Affairs, Children and Integration, Copenhagen, Denmark
- Danish Agency for Digitisation, Copenhagen, Denmark
- Aarhus University (DK)
- Corresponding author
- Andersen, Lotte Bøgh
- ORCID
- Andersen, Lotte Bøgh
- Venue
- International Journal of Public Administration
- Publisher
- Informa UK Limited
- Published
- 2014-09-25
- Volume
- 37
- Issue
- 12
- Pages
- 895-907
- ISSN
- 0190-0692 (ISSN-L)
- 1532-4265
- OpenAlex
- W1980740103
- Cited by
- 41
- References
- 2
- Citations by year
- 2025: 2 · 2023: 5 · 2022: 3 · 2021: 5 · 2020: 7 · 2019: 5 · 2018: 4 · 2017: 4 · 2016: 4 · 2015: 2
- FWCI
- 11.55
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- International Journal of Public Administration (publishedVersion)
- RePEc: Research Papers in Economics (submittedVersion)
- Topics
- Social Sciences › Public Administration › Public Policy and Administration Research
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Social Sciences › Political Science and International Relations › Public Administration and Political Analysis
- Keywords
- transformational leadership, public service motivation, value conflicts, moderation, public value, university employees, top management
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review
