Street-Level Bureaucrats’ Work Engagement: Can Public Managers’ Servant-Leader Orientation Make a Difference?
The present study examines the antecedents of street-level bureaucrats’ work engagement. In particular, this study investigates whether a work-unit manager’s servant-leader orientation may, directly or indirectly, contribute to increasing subordinates’ work engagement by shaping employees’ resources...
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| Veröffentlicht in: | Public personnel management 2021-09, Vol.50 (3), p.307-326 |
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| container_title | Public personnel management |
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| creator | Shim, Dong Chul Park, Hyun Hee Keum, Jaeduk Kim, Sangmook |
| description | The present study examines the antecedents of street-level bureaucrats’ work engagement. In particular, this study investigates whether a work-unit manager’s servant-leader orientation may, directly or indirectly, contribute to increasing subordinates’ work engagement by shaping employees’ resources (i.e., job autonomy, goal specificity, public service motivation [PSM], and organizational trust). Data collected from 416 street-level bureaucrats in Korean local government agencies and the analyzed results show that work-unit managers’ servant-leader orientation indirectly influence employees’ work engagement by developing employees’ positive perceptions and attitudes. |
| doi_str_mv | 10.1177/0091026020941043 |
| format | Article |
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| ispartof | Public personnel management, 2021-09, Vol.50 (3), p.307-326 |
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| language | eng |
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| source | Access via SAGE; PAIS Index; EBSCOhost Business Source Complete; EBSCOhost Education Source |
| subjects | Bureaucrats Employee involvement Employees Government agencies Human resource management Local government Public sector Servant leadership Work |
| title | Street-Level Bureaucrats’ Work Engagement: Can Public Managers’ Servant-Leader Orientation Make a Difference? |
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