Toward a Better Understanding of the Relationship Between Transformational Leadership, Public Service Motivation, Mission Valence, and Employee Performance: A Preliminary Study
The direct and indirect impact of transformational leadership on individual performance has often been studied. Yet scholars have failed to fully explore the degree to which two motivators (i.e., public service motivation [PSM] and mission valence) interact with this leadership practice to influence...
Gespeichert in:
| Veröffentlicht in: | Public personnel management 2014-06, Vol.43 (2), p.218-239 |
|---|---|
| 1. Verfasser: | |
| Format: | Artikel |
| Sprache: | eng |
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
| container_end_page | 239 |
|---|---|
| container_issue | 2 |
| container_start_page | 218 |
| container_title | Public personnel management |
| container_volume | 43 |
| creator | Caillier, James Gerard |
| description | The direct and indirect impact of transformational leadership on individual performance has often been studied. Yet scholars have failed to fully explore the degree to which two motivators (i.e., public service motivation [PSM] and mission valence) interact with this leadership practice to influence employee performance. To close this lacuna in the literature, a nationwide survey was administered to federal, state, and local government employees in the United States. The findings revealed that transformational leadership and PSM had a direct, positive effect on employee evaluations. They also revealed that mission valence strengthened the positive relationship between transformational leadership and performance. However, PSM did not have the same influence on the association between transformational leadership and performance. The implications these findings have for theory and practice are discussed in the article. |
| doi_str_mv | 10.1177/0091026014528478 |
| format | Article |
| fullrecord | <record><control><sourceid>gale_proqu</sourceid><recordid>TN_cdi_proquest_journals_1665117205</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><galeid>A369128715</galeid><sage_id>10.1177_0091026014528478</sage_id><sourcerecordid>A369128715</sourcerecordid><originalsourceid>FETCH-LOGICAL-c541t-9937bf1242d890d8cfcbf4423e020eee92f56c19993fc81e9c155a57adcfef4e3</originalsourceid><addsrcrecordid>eNqN0s1v0zAUAPAIgUQZ3Dla4oTUbLbjfB1HNcakjk2s42q5znPqKbGL7Wzsb-GfndNOKkUFIR9s-f2e_fyRJO8JPiakLE8wrgmmBSYspxUrqxfJhNQsT0tGyctkMobTMf46eeP9HcaYZJROkl8L-yBcgwT6BCGAQ7emAeeDMI02LbIKhRWgb9CJoK3xK70e4QOAQQsnjFfW9ZuQ6NAcxJgbzRRdD8tOS3QD7l5LQJc26PuNm6JL7X0coO-iAyNhiuJe6Kxfd_YRAF2D26wZI2-TV0p0Ht4990fJ7eezxexLOr86v5idzlOZMxLSus7KpSKU0aaqcVNJJZeKMZoBphgAaqryQpI6OiUrArUkeS7yUjRSgWKQHSUftuuunf0xgA_8zg4unshzUhR5vF6K851qY91cG2WDE7LXXvLTrKgJrUoyqvSAasGAE501oHSc3vPHB3xsDfRaHkz4uJcQTYCfoRWD9_zi5ut_2-p8_q_Cn620XQct8Hjhs6t9P_3NLwevDcR3NV63q-C3W-xxvOXSWe8dKL52uhfukRPMxw_M__zAu4q8iAXsnuRv_gmR9u0u</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype><pqid>1665117205</pqid></control><display><type>article</type><title>Toward a Better Understanding of the Relationship Between Transformational Leadership, Public Service Motivation, Mission Valence, and Employee Performance: A Preliminary Study</title><source>SAGE Complete A-Z List</source><source>Education Source</source><source>Business Source Complete</source><creator>Caillier, James Gerard</creator><creatorcontrib>Caillier, James Gerard</creatorcontrib><description>The direct and indirect impact of transformational leadership on individual performance has often been studied. Yet scholars have failed to fully explore the degree to which two motivators (i.e., public service motivation [PSM] and mission valence) interact with this leadership practice to influence employee performance. To close this lacuna in the literature, a nationwide survey was administered to federal, state, and local government employees in the United States. The findings revealed that transformational leadership and PSM had a direct, positive effect on employee evaluations. They also revealed that mission valence strengthened the positive relationship between transformational leadership and performance. However, PSM did not have the same influence on the association between transformational leadership and performance. The implications these findings have for theory and practice are discussed in the article.</description><identifier>ISSN: 0091-0260</identifier><identifier>EISSN: 1945-7421</identifier><identifier>DOI: 10.1177/0091026014528478</identifier><identifier>CODEN: PPMNCX</identifier><language>eng</language><publisher>Los Angeles, CA: SAGE Publications</publisher><subject>Achievement Need ; Analysis ; Company business management ; Company public relations ; Emotional Response ; Employee performance ; Employees ; Goal Orientation ; Goal setting ; Government agencies ; Government employees ; Government officials ; Human resource management ; Hypotheses ; Impact analysis ; Influence ; Job Performance ; Leaders ; Leadership ; Leadership Styles ; Management ; Motivation ; Organization theory ; Performance appraisal ; Performance management ; Psychological Patterns ; Public officers ; Public relations ; Public sector ; Public Service ; Self Actualization ; Social exchange theory ; Statistical Data ; Studies ; Surveys ; Transformational Leadership ; Workers</subject><ispartof>Public personnel management, 2014-06, Vol.43 (2), p.218-239</ispartof><rights>The Author(s) 2014</rights><rights>COPYRIGHT 2014 Sage Publications, Inc.</rights><rights>COPYRIGHT 2014 Sage Publications, Inc.</rights><rights>Copyright SAGE PUBLICATIONS, INC. Summer 2014</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><cites>FETCH-LOGICAL-c541t-9937bf1242d890d8cfcbf4423e020eee92f56c19993fc81e9c155a57adcfef4e3</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://journals.sagepub.com/doi/pdf/10.1177/0091026014528478$$EPDF$$P50$$Gsage$$H</linktopdf><linktohtml>$$Uhttps://journals.sagepub.com/doi/10.1177/0091026014528478$$EHTML$$P50$$Gsage$$H</linktohtml><link.rule.ids>314,776,780,21799,27903,27904,43600,43601</link.rule.ids></links><search><creatorcontrib>Caillier, James Gerard</creatorcontrib><title>Toward a Better Understanding of the Relationship Between Transformational Leadership, Public Service Motivation, Mission Valence, and Employee Performance: A Preliminary Study</title><title>Public personnel management</title><addtitle>Public Personnel Management</addtitle><description>The direct and indirect impact of transformational leadership on individual performance has often been studied. Yet scholars have failed to fully explore the degree to which two motivators (i.e., public service motivation [PSM] and mission valence) interact with this leadership practice to influence employee performance. To close this lacuna in the literature, a nationwide survey was administered to federal, state, and local government employees in the United States. The findings revealed that transformational leadership and PSM had a direct, positive effect on employee evaluations. They also revealed that mission valence strengthened the positive relationship between transformational leadership and performance. However, PSM did not have the same influence on the association between transformational leadership and performance. The implications these findings have for theory and practice are discussed in the article.</description><subject>Achievement Need</subject><subject>Analysis</subject><subject>Company business management</subject><subject>Company public relations</subject><subject>Emotional Response</subject><subject>Employee performance</subject><subject>Employees</subject><subject>Goal Orientation</subject><subject>Goal setting</subject><subject>Government agencies</subject><subject>Government employees</subject><subject>Government officials</subject><subject>Human resource management</subject><subject>Hypotheses</subject><subject>Impact analysis</subject><subject>Influence</subject><subject>Job Performance</subject><subject>Leaders</subject><subject>Leadership</subject><subject>Leadership Styles</subject><subject>Management</subject><subject>Motivation</subject><subject>Organization theory</subject><subject>Performance appraisal</subject><subject>Performance management</subject><subject>Psychological Patterns</subject><subject>Public officers</subject><subject>Public relations</subject><subject>Public sector</subject><subject>Public Service</subject><subject>Self Actualization</subject><subject>Social exchange theory</subject><subject>Statistical Data</subject><subject>Studies</subject><subject>Surveys</subject><subject>Transformational Leadership</subject><subject>Workers</subject><issn>0091-0260</issn><issn>1945-7421</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2014</creationdate><recordtype>article</recordtype><sourceid>N95</sourceid><sourceid>BEC</sourceid><sourceid>BENPR</sourceid><recordid>eNqN0s1v0zAUAPAIgUQZ3Dla4oTUbLbjfB1HNcakjk2s42q5znPqKbGL7Wzsb-GfndNOKkUFIR9s-f2e_fyRJO8JPiakLE8wrgmmBSYspxUrqxfJhNQsT0tGyctkMobTMf46eeP9HcaYZJROkl8L-yBcgwT6BCGAQ7emAeeDMI02LbIKhRWgb9CJoK3xK70e4QOAQQsnjFfW9ZuQ6NAcxJgbzRRdD8tOS3QD7l5LQJc26PuNm6JL7X0coO-iAyNhiuJe6Kxfd_YRAF2D26wZI2-TV0p0Ht4990fJ7eezxexLOr86v5idzlOZMxLSus7KpSKU0aaqcVNJJZeKMZoBphgAaqryQpI6OiUrArUkeS7yUjRSgWKQHSUftuuunf0xgA_8zg4unshzUhR5vF6K851qY91cG2WDE7LXXvLTrKgJrUoyqvSAasGAE501oHSc3vPHB3xsDfRaHkz4uJcQTYCfoRWD9_zi5ut_2-p8_q_Cn620XQct8Hjhs6t9P_3NLwevDcR3NV63q-C3W-xxvOXSWe8dKL52uhfukRPMxw_M__zAu4q8iAXsnuRv_gmR9u0u</recordid><startdate>20140601</startdate><enddate>20140601</enddate><creator>Caillier, James Gerard</creator><general>SAGE Publications</general><general>Sage Publications, Inc</general><general>SAGE PUBLICATIONS, INC</general><scope>AAYXX</scope><scope>CITATION</scope><scope>N95</scope><scope>XI7</scope><scope>8GL</scope><scope>ISN</scope><scope>0-V</scope><scope>0U~</scope><scope>1-H</scope><scope>3V.</scope><scope>7RV</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>87Z</scope><scope>88B</scope><scope>88G</scope><scope>8AO</scope><scope>8FI</scope><scope>8FJ</scope><scope>8FK</scope><scope>8FL</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>ALSLI</scope><scope>AZQEC</scope><scope>BEC</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>CJNVE</scope><scope>DWQXO</scope><scope>FRNLG</scope><scope>FYUFA</scope><scope>F~G</scope><scope>GHDGH</scope><scope>GNUQQ</scope><scope>K60</scope><scope>K6~</scope><scope>KB0</scope><scope>L.-</scope><scope>L.0</scope><scope>M0C</scope><scope>M0P</scope><scope>M2M</scope><scope>NAPCQ</scope><scope>PQBIZ</scope><scope>PQBZA</scope><scope>PQEDU</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>PSYQQ</scope><scope>Q9U</scope><scope>S0X</scope></search><sort><creationdate>20140601</creationdate><title>Toward a Better Understanding of the Relationship Between Transformational Leadership, Public Service Motivation, Mission Valence, and Employee Performance</title><author>Caillier, James Gerard</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c541t-9937bf1242d890d8cfcbf4423e020eee92f56c19993fc81e9c155a57adcfef4e3</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2014</creationdate><topic>Achievement Need</topic><topic>Analysis</topic><topic>Company business management</topic><topic>Company public relations</topic><topic>Emotional Response</topic><topic>Employee performance</topic><topic>Employees</topic><topic>Goal Orientation</topic><topic>Goal setting</topic><topic>Government agencies</topic><topic>Government employees</topic><topic>Government officials</topic><topic>Human resource management</topic><topic>Hypotheses</topic><topic>Impact analysis</topic><topic>Influence</topic><topic>Job Performance</topic><topic>Leaders</topic><topic>Leadership</topic><topic>Leadership Styles</topic><topic>Management</topic><topic>Motivation</topic><topic>Organization theory</topic><topic>Performance appraisal</topic><topic>Performance management</topic><topic>Psychological Patterns</topic><topic>Public officers</topic><topic>Public relations</topic><topic>Public sector</topic><topic>Public Service</topic><topic>Self Actualization</topic><topic>Social exchange theory</topic><topic>Statistical Data</topic><topic>Studies</topic><topic>Surveys</topic><topic>Transformational Leadership</topic><topic>Workers</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Caillier, James Gerard</creatorcontrib><collection>CrossRef</collection><collection>Gale Business: Insights</collection><collection>Business Insights: Essentials</collection><collection>Gale In Context: High School</collection><collection>Gale In Context: Canada</collection><collection>ProQuest Social Sciences Premium Collection</collection><collection>Global News & ABI/Inform Professional</collection><collection>Trade PRO</collection><collection>ProQuest Central (Corporate)</collection><collection>Nursing & Allied Health Database</collection><collection>ABI/INFORM Collection</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ABI/INFORM Global (Alumni Edition)</collection><collection>Education Database (Alumni Edition)</collection><collection>Psychology Database (Alumni)</collection><collection>ProQuest Pharma Collection</collection><collection>Hospital Premium Collection</collection><collection>Hospital Premium Collection (Alumni Edition)</collection><collection>ProQuest Central (Alumni) (purchase pre-March 2016)</collection><collection>ABI/INFORM Collection (Alumni Edition)</collection><collection>ProQuest Central (Alumni Edition)</collection><collection>ProQuest Central UK/Ireland</collection><collection>Social Science Premium Collection</collection><collection>ProQuest Central Essentials</collection><collection>eLibrary</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>Education Collection</collection><collection>ProQuest Central Korea</collection><collection>Business Premium Collection (Alumni)</collection><collection>Health Research Premium Collection</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>Health Research Premium Collection (Alumni)</collection><collection>ProQuest Central Student</collection><collection>ProQuest Business Collection (Alumni Edition)</collection><collection>ProQuest Business Collection</collection><collection>Nursing & Allied Health Database (Alumni Edition)</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Professional Standard</collection><collection>ABI/INFORM Global</collection><collection>Education Database</collection><collection>ProQuest Psychology</collection><collection>Nursing & Allied Health Premium</collection><collection>ProQuest One Business</collection><collection>ProQuest One Business (Alumni)</collection><collection>ProQuest One Education</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest One Psychology</collection><collection>ProQuest Central Basic</collection><collection>SIRS Editorial</collection><jtitle>Public personnel management</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Caillier, James Gerard</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Toward a Better Understanding of the Relationship Between Transformational Leadership, Public Service Motivation, Mission Valence, and Employee Performance: A Preliminary Study</atitle><jtitle>Public personnel management</jtitle><addtitle>Public Personnel Management</addtitle><date>2014-06-01</date><risdate>2014</risdate><volume>43</volume><issue>2</issue><spage>218</spage><epage>239</epage><pages>218-239</pages><issn>0091-0260</issn><eissn>1945-7421</eissn><coden>PPMNCX</coden><abstract>The direct and indirect impact of transformational leadership on individual performance has often been studied. Yet scholars have failed to fully explore the degree to which two motivators (i.e., public service motivation [PSM] and mission valence) interact with this leadership practice to influence employee performance. To close this lacuna in the literature, a nationwide survey was administered to federal, state, and local government employees in the United States. The findings revealed that transformational leadership and PSM had a direct, positive effect on employee evaluations. They also revealed that mission valence strengthened the positive relationship between transformational leadership and performance. However, PSM did not have the same influence on the association between transformational leadership and performance. The implications these findings have for theory and practice are discussed in the article.</abstract><cop>Los Angeles, CA</cop><pub>SAGE Publications</pub><doi>10.1177/0091026014528478</doi><tpages>22</tpages></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 0091-0260 |
| ispartof | Public personnel management, 2014-06, Vol.43 (2), p.218-239 |
| issn | 0091-0260 1945-7421 |
| language | eng |
| recordid | cdi_proquest_journals_1665117205 |
| source | SAGE Complete A-Z List; Education Source; Business Source Complete |
| subjects | Achievement Need Analysis Company business management Company public relations Emotional Response Employee performance Employees Goal Orientation Goal setting Government agencies Government employees Government officials Human resource management Hypotheses Impact analysis Influence Job Performance Leaders Leadership Leadership Styles Management Motivation Organization theory Performance appraisal Performance management Psychological Patterns Public officers Public relations Public sector Public Service Self Actualization Social exchange theory Statistical Data Studies Surveys Transformational Leadership Workers |
| title | Toward a Better Understanding of the Relationship Between Transformational Leadership, Public Service Motivation, Mission Valence, and Employee Performance: A Preliminary Study |
| url | https://sfx.bib-bvb.de/sfx_tum?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2025-01-27T03%3A42%3A11IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-gale_proqu&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=Toward%20a%20Better%20Understanding%20of%20the%20Relationship%20Between%20Transformational%20Leadership,%20Public%20Service%20Motivation,%20Mission%20Valence,%20and%20Employee%20Performance:%20A%20Preliminary%20Study&rft.jtitle=Public%20personnel%20management&rft.au=Caillier,%20James%20Gerard&rft.date=2014-06-01&rft.volume=43&rft.issue=2&rft.spage=218&rft.epage=239&rft.pages=218-239&rft.issn=0091-0260&rft.eissn=1945-7421&rft.coden=PPMNCX&rft_id=info:doi/10.1177/0091026014528478&rft_dat=%3Cgale_proqu%3EA369128715%3C/gale_proqu%3E%3Curl%3E%3C/url%3E&disable_directlink=true&sfx.directlink=off&sfx.report_link=0&rft_id=info:oai/&rft_pqid=1665117205&rft_id=info:pmid/&rft_galeid=A369128715&rft_sage_id=10.1177_0091026014528478&rfr_iscdi=true |