How Leadership and Public Service Motivation Enhance Innovative Behavior

被引：174

作者：

Miao, Qing ^{[1
]}

Newman, Alexander ^{[2
]}

Schwarz, Gary ^{[3
]}

Cooper, Brian ^{[4
]}

机构：

[1] Zhejiang Univ, Sch Publ Affairs, Publ Management, Hangzhou, Zhejiang, Peoples R China

[2] Deakin Univ, Management, Geelong, Vic, Australia

[3] SOAS Univ London, Publ Policy & Management, London, England

[4] Monash Univ, Clayton, Vic, Australia

来源：

PUBLIC ADMINISTRATION REVIEW | 2018年 / 78卷 / 01期

关键词：

PSYCHOLOGICAL EMPOWERMENT; EMPLOYEE EMPOWERMENT; ORGANIZATIONAL COMMITMENT; SERVANT LEADERSHIP; MODERATING ROLE; PERFORMANCE; SECTOR; MODEL; DIMENSIONS; POLICY;

D O I：

10.1111/puar.12839

中图分类号：

C93 [管理学]; D035 [国家行政管理]; D523 [行政管理]; D63 [国家行政管理];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ; 1204 ; 120401 ;

摘要：

Prior research has linked the innovative behavior of public sector employees to desirable outcomes such as improved efficiency and higher public service quality. However, questions regarding the drivers of innovative behavior among employees have received limited attention. This article employs psychological empowerment theory to examine the underlying processes by which entrepreneurial leadership and public service motivation (PSM) shape innovative behavior among civil servants. Based on three-wave data from 281 Chinese civil servants and their 59 department heads, entrepreneurial leadership is found to positively influence subordinates' innovative behavior by enhancing two dimensions of psychological empowerment: meaning and impact. Additionally, PSM was found to influence subordinates' innovative behavior by enhancing the dimensions of meaning and competence. These findings suggest that to facilitate innovative behavior among employees, public organizations should consider introducing training that encourages leaders to serve as entrepreneurial role models and recruit employees with high levels of PSM.

引用

页码：71 / 81

页数：11

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