High Quality Through Transformational Leadership

[We’re pleased to welcome authors Lotte Bøgh Andersen of Aarhus University, Bente Bjørnholt of VIVE–The Danish National Welfare Research and Analysis Center, Louise Ladegaard Bro of Aarhus University, and Christina Holm-Petersen of VIVE–The Danish National Welfare Research and Analysis Center. They recently published a paper in Public Personnel Management entitled, “Achieving High Quality Through Transformational Leadership: A Qualitative Multilevel Analysis of Transformational Leadership and Perceived Professional Quality,” which is free to read for a limited time. Below, Dr. Andersen reflects on the motivation for pursuing this research:]

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What motivated you to pursue this research?

The purpose of many public organizations is to deliver services to citizens and users. As suppliers of (e.g.) daycare, education and elderly care, public organizations play an important role for the welfare and development of individual users – and for the society at large. It is therefore not unreasonable to request high-quality services, or to expect that “good leadership” matters in this regard. But what is professional quality? Does all professionals in an organization have to have the same understanding of “quality” in order for the quality-level to be high? And what can leaders actually do to increase a shared understanding – and high levels – of quality? These are some of the questions that we strive to answer in our research.

Were there any specific external events—political, social, or economic—that influenced your decision to pursue this research?

While the understanding and levels of professional quality were central to our paper, we were also interested in the number of employees which a given leader oversees (also known as span of control). This is because many (Danish) leaders in later years have experienced merges, resulting in fewer leaders and broader spans of control. The article thus contributes with knowledge about whether span of control is important for the effects of leadership.

What has been the most challenging aspect of conducting your research? Were there any surprising findings?

We wanted to understand the quality concept as seen by the leaders and employees; to explore the daily lives and interaction of leaders and employees; and to examine the potential importance of the number of employees per leader. We therefore decided to conduct interviews and observations in a number of public service institutions with varying sizes of spans of control. We find that shared understandings of quality matters for the levels of quality; but also that this understanding does not necessarily have to be in terms of specific output- or outcome measures. In most of the organizations with high levels of quality, there is a shared focus on the work-processes – such as reflected practice and professional discussions. Furthermore, we see a more shared understandings of professional quality and higher quality when leaders use transformational leadership. This type of leadership is, however, most prevalent in organizations with medium-sized spans of control.

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5 Journals to Check Out During SAGE’s Free Online Access Period!

During the month of April, SAGE is offering new and returning users free access over 1.5 million articles from over 940 SAGE journals through a free trial! Ready to start reading SAGE content? Here are a few journals and articles you can look forward to reading when you sign up for the free trial:

Journal of Management

Current Issue CoverFrom Journal of Management, you can read high impact articles on management topics like entrepreneurship, organizational theory, research methods, and business strategy and policy. Published in 2014, “Innovation and Creativity in Organizations: A State-of-the-Science Review, Prospective Commentary, and Guiding Framework” from authors Neil Anderson, Kristina Potočnik, and Jing Zhou is a great example of the kind of work you’ll find in Journal of Management. The abstract from the paper:

Creativity and innovation in any organization are vital to its successful performance. The authors review the rapidly growing body of research in this area with particular attention to the period 2002 to 2013, inclusive. Conceiving of both creativity and innovation as being integral parts of essentially the same process, we propose a new, integrative definition. We note that research into creativity has typically examined the stage of idea generation, whereas innovation studies have commonly also included the latter phase of idea implementation. The authors discuss several seminal theories of creativity and innovation and then apply a comprehensive levels-of-analysis framework to review extant research into individual, team, organizational, and multilevel innovation. Key measurement characteristics of the reviewed studies are then noted. In conclusion, we propose a guiding framework for future research comprising 11 major themes and 60 specific questions for future studies.


Public Personnel Management

Current Issue Cover

From Public Personnel Management, you can expect to find in-depth articles on human resource management in the public sector. With your free trial, you can read the popular article “Are We There Yet? The State of Public Human Resource Management Research” from authors Todd Jordan and R. Paul Battaglio Jr. The abstract from the paper:

Beginning in 1996, the state of Georgia embarked on a bold experiment in public management reform, embracing employment at-will (EAW) for public employees. Public human resource management (PHRM) research since the Georgia reforms has called for a greater appreciation for the link between personnel reforms and performance. This research examines whether the appeal for more exacting research has been taken up. The analysis provides an overview of research on public personnel reform, focusing on five themes identified by the literature: decentralization, performance-based pay, declassification, deregulation, and privatization. Reviewing 238 articles in 13 journals since 1996, the present effort finds a lack of empirical evidence linking personnel reforms with results. The authors conclude with several perspectives for future assessments of PHRM reform and lessons for practice.


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Administrative Science Quarterly

From Administrative Science Quarterly, you will find top theoretical and empirical articles on organizational studies, like the recently published article “Whitened Resumes: Race and Self-Presentation in the Labor Market” from authors Sonia K. Kang, Katherine A. DeCelles, András Tilcsik, and Sora Jun. The abstract from the paper:

Using interviews, a laboratory experiment, and a résumé audit study, we examine racial minorities’ attempts to avoid anticipated discrimination in labor markets by concealing or downplaying racial cues in job applications, a practice known as “résumé whitening.” Interviews with racial minority university students reveal that while some minority job seekers reject this practice, others view it as essential and use a variety of whitening techniques. Building on the qualitative findings, we conduct a lab study to examine how racial minority job seekers change their résumés in response to different job postings. Results show that when targeting an employer that presents itself as valuing diversity, minority job applicants engage in relatively little résumé whitening and thus submit more racially transparent résumés. Yet our audit study of how employers respond to whitened and unwhitened résumés shows that organizational diversity statements are not actually associated with reduced discrimination against unwhitened résumés. Taken together, these findings suggest a paradox: minorities may be particularly likely to experience disadvantage when they apply to ostensibly pro-diversity employers. These findings illuminate the role of racial concealment and transparency in modern labor markets and point to an important interplay between the self-presentation of employers and the self-presentation of job seekers in shaping economic inequality.


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Compensation & Benefits Review

From Compensation & Benefits Review, you can find comprehensive articles discussing the design, implementation, evaluation, and communication of benefits policies and programs. One popular article you can read during the free trial period is “The Future of Reward Management: From Total Reward Strategies to Smart Rewards” from author Duncan Brown. The abstract for the paper:

The author argues that the terminology and concept of “total rewards” is become increasingly meaningless and outdated in our postrecessionary economy of austerity and inequality. Its generic and unthinking application in uniform flexible benefits packages risks isolating the rewards profession into an administrative backwater. Instead he argues for a new approach that he provocatively titles “smart rewards,” following recent thinking and writing in economic and foreign policy on both sides of the Atlantic. He discerns four components of this emerging reward management approach: a simpler and clearer focus on a few core values and principles, a stronger basis in evidence and measurement, more emphasis on employee engagement through rewards and improved and more open communications and line management of reward. Brown concludes that adapting and tailoring this type of approach is much more likely to create the genuinely business-enhancing and employee-engaging reward practices in our contemporary context that reward professionals and their policies aspire to.


JLOS_72ppiRGB_powerpointJournal of Leadership & Organizational Studies

From Journal of Leadership & Organizational Studiesyou can read articles on all aspect of leadership and organization. Recently published, “Institutional Voids in an Emerging Economy: From Problem to Opportunity” from authors Daniel J. McCarthy and Sheila M. Puffer is a great article to read during your free trial access. The abstract for the paper:

Much has appeared in the literature about institutional voids, a component of institutional theory. Little has been written, however, about the effects of institutional voids on individuals in emerging market nations and how they might react in proactive ways, including leaving their home country problems to pursue opportunities elsewhere. This article focuses on how institutional voids can create opportunities not only for such individuals but also for the firms that they join and the national economies of their host countries. We illustrate this juxtaposition from problem to opportunity by providing background on institutional voids in Russia as well as the welcoming institutional environments experienced in the United States. We do so by presenting some early findings from a larger ongoing research project. We emphasize not only the individual successes of migrants we interviewed as they seized opportunities afforded by their substantial backgrounds but also the resulting benefits to the U.S. firms that they joined or founded, as well as to the U.S. innovation economy. As illustrations, we offer the profiles of three professionals who came from Russia around 2000. They are part of a much larger group that came from various countries of the former USSR whom we interviewed in the Silicon Valley and Boston–Cambridge innovation hubs.

SAGE Free Trial Banner

You can register for your free trial of SAGE content by clicking here. Once you sign up for the free trial, you will have free online access to all SAGE journal content until April 30th 2016. SAGE’s portfolio includes more than 940 journals spanning the Humanities, Social Sciences, and Science, Technology, and Medicine, and more than 400 are published on behalf of learned societies and institutions. Start your search today!



The March Issue of Public Personnel Management is Now Online!

4202408267_63ce65b910_zThe March 2016 issue of Public Personnel Management is now available and is free to access for the next 30 days. The March issue features an editorial from Jared Llorens, the incoming editor of Public Personnel Management, as well as an introduction from guest editor Linda Sun for the second part of an article collection on Humanisitic Management and Development of New Cities and Towns. Among the articles included in this issue is a piece from author Jun Yi Hsieh, entitled “Spurious or True? An Exploration of Antecedents and Simultaneity of Job Performance and Job Satisfaction Across the Sectors,” which compares public, private, and nonprofit employees to see if the relationship between job satisfaction and job performance differs in each sector. The abstract from the paper:

The purpose of this study is to test differences and similarities of the public, private, ppm coverand nonprofit sector employees by examining the antecedents and simultaneity of job satisfaction and job performance. The results, assessed by seemingly unrelated regression, showed that job satisfaction positively affects job performance, or vice versa. Explanatory variables such as goal ambiguity, leader–member exchange, and so forth also exerted significant effects on the outcome variables across three sectors. This study extends to explain the similarity and difference of three sectors based on the criteria of the values in common, outcome variation, task characteristics, and sector contexts.

Click here to access the table of contents for the March 2016 issue of Public Personnel ManagementWant to know all about the latest from Public Personnel ManagementClick here to sign up for e-alerts!

*Coworkers image credited to Alger Cugun (CC)

Introducing Public Personnel Management’s Incoming Editor!

Jared Llorens

Jared Llorens

We’re delighted to welcome the incoming editor of Public Personnel Management, Jared J. Llorens! Dr. Lorens recently took the time to provide us with with information on his background:

Jared J. Llorens is an Associate Professor and Associate Director of the Public Administration Institute at Louisiana State University. His research focuses primarily on public sector human resource management, with particular interests in pay comparability, civil service reform and automated recruitment. He sits on the editorial boards of the Review of Public Personnel Administration and Public Administration Review, and recently stepped down as American co-editor of Public ppm coverAdministration. He is the current Chair of the Section on Personnel Administration and Labor Relations of the American Society for Public Administration and is a past Chair of the Public Administration Section of the American Political Science Association. Dr. Llorens received his Ph.D. in Public Administration from the University of Georgia in 2007 and is a former Human Resources Specialist with the U.S. Department of Labor and U.S. Office of Personnel Management.

Public Personnel Management is published specifically for human resource executives and managers in the public sector. Each quarterly edition contains in-depth articles on trends, case studies and the latest research by top human resource scholars and industry experts. In honor of Dr. Llorens new editorship, you can read the current issue of Public Personnel Management for free for the next two weeks by clicking here!

Special thanks to P. Edward French, the outgoing editor of Public Personnel Management, who will continue to process manuscripts under review to completion.

Want to keep up to date with all the latest news and research from Public Personnel Management? Click here to sign up for e-alerts!

Diversity: PPM Editor’s Choice

ppmLooking for articles on important topics in human resources? The Public Personnel Management Editor’s Choice Collections cover organizational commitment, employee benefits, turnover, diversity, and much more. Click here to see them all, or read on for highlights from the diversity collection:

PPM_72ppiRGB_150pixWSalomon A. Guajardo of the City University of New York writes in his article, “Workforce Diversity: An Application of Diversity and Integration Indices to Small Agencies“:

Over the past 40 years, the research on workforce diversity has increased significantly. Despite this increased research, little attention has been given to the application of diversity and integration indices to departments with small workforces. Even less attention has been given to inferences that are made based on the diversity or integration scores that are obtained from the application of diversity indices. These issues are important because human resources managers and administrators are likely to modify or implement diversity policies or initiatives based on the diversity scores they obtain. This article applies three diversity indices to departments with small workforces and evaluates how data aggregation affects diversity scores and the inferences made based on those scores.

And in their paper “Diversity Management: Development, Practices, and Perceptions among State and Local Government Agencies,” Heather Wyatt-Nichol of the University of Baltimore and Kwame Badu Antwi-Boasiako of Stephen F. Austin State University write:

In addition to normative claims and theoretical arguments that support diversity management, a recent study by Pitts provides empirical evidence linking diversity management to organizational performance. Using data from the 2006 Federal Human Capital Survey he found that positive perceptions of work group performance were more prevalent among whites than minorities. An examination of gender differences also revealed that women were more likely to have positive perceptions of group performance. Of greater significance is evidence of a positive relationship between diversity management, job satisfaction, and organizational performance.

Click here to see the complete Editor’s Choice Collections, and here to learn more about Public Personnel Management.

Stay informed: receive e-alerts when new articles are published by clicking here.

SAGE Begins Publishing Public Personnel Management

ppmWe are pleased to announce that SAGE has begun publishing Public Personnel Management, an award-winning quarterly journal for human resource executives and managers in the public sector. Each issue contains in-depth articles on trends, case studies and the latest research by top human resource scholars and industry experts.

Founded by the International Public Management Association for Human Resources (IPMA-HR), PPM covers a broad spectrum of timely management issues and concerns at the local, state, federal, and international levels. Articles in the current issue include:

PPM_72ppiRGB_150pixWLeonard Bright, Texas A&M University
Where Does Public Service Motivation Count the Most in Government Work Environments? A Preliminary Empirical Investigation and Hypotheses

Salomon A. Guajardo, City University of New York
Workforce Diversity: An Application of Diversity and Integration Indices to Small Agencies

Charles E. Mitchell, Troy University-Atlanta
An Analysis of the U.S. Supreme Court’s Decision in Ricci v. DeStefano : The New Haven Firefighter’s Case

???????????????????????????????????????????????????????????????????????????????????????????????Public Personnel Management is committed to bridging the nexus between public administration practice and management research by providing a forum for the exchange of ideas between scholars from the academic and practitioner communities,” stated PPM editor Eddie French. “In our efforts to become one of the leading journals on the administration and management of public personnel, our primary emphasis will focus on research exploring all aspects of the work environments, organizations, individuals, and decisions that are part of the theory and practice of public human resource management.”

Dr. Eddie French is an Associate Professor and Graduate Coordinator in the Department of Political Science and Public Administration where he primarily teaches graduate classes in the Ph.D. and M.P.P.A. programs at Mississippi State University. He holds the title of Stennis Scholar for Local Government with the John C. Stennis Institute of Government, where he conducts survey research and consults with local governments throughout Mississippi. Dr. French has authored or co-authored over 45 refereed journal articles, books, and book chapters focusing mainly on human resource management and local government administration. His most current research focuses on public service/public sector motivation for local government employees.

Attention authors: Public Personnel Management is now accepting manuscripts from professionals across the globe. To submit a manuscript, click here.

Follow PPM on Twitter at https://twitter.com/PPMgmtJournal and the Editor: @DrPEdwardFrench.