Leonie Backhaus
Biographic Data
| ID | 4399337 |
|---|---|
| NAME | Leonie Backhaus |
| GIVEN NAMES | Leonie |
| FAMILY NAME | Backhaus |
| SIGNATURE | BACKHAUS L |
| AFFILIATIONS | Faculty of Business, Economics and Social Sciences, Department of Socioeconomics, Chair of Public Management Universität Hamburg Hamburg Germany |
| ORCID | 0000-0002-5372-5617 |
| VERIFIED | Yes |
| TOTAL WORKS | 2 |
| TOTAL CITATIONS | 0 |
| AUTHOR COUNT | 2 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2022 |
| LATEST PUBLICATION YEAR | 2022 |
| H-INDEX | 0 |
Giving sense about paradoxes
Although paradoxes are inherent to the public sector, few attempts have been made to better understand how to manage such competing yet interrelated demands effectively. This study examines how paradoxical leadership (i.e., leaders’ sense-giving about organizational paradoxes) affects follower outcomes. Based on two-wave survey data from German district offices, structural equation modelling reveals that paradoxical leadership positively influenc…
Leadership in the public sector
Leadership has attracted growing attention among scholars and practitioners in public administration. With the rising availability of study results, however, it becomes increasingly difficult to keep track under which conditions leadership does or does not make a difference in the public sector. This study provides a meta‐analysis of administrative leadership and various correlates that research has theorized as outcomes of leadership. The result…
No prominent works on this page.
Giving sense about paradoxes
Although paradoxes are inherent to the public sector, few attempts have been made to better understand how to manage such competing yet interrelated demands effectively. This study examines how paradoxical leadership (i.e., leaders’ sense-giving about organizational paradoxes) affects follower outcomes. Based on two-wave survey data from German district offices, structural equation modelling reveals that paradoxical leadership positively influenc…
Leadership in the public sector
Leadership has attracted growing attention among scholars and practitioners in public administration. With the rising availability of study results, however, it becomes increasingly difficult to keep track under which conditions leadership does or does not make a difference in the public sector. This study provides a meta‐analysis of administrative leadership and various correlates that research has theorized as outcomes of leadership. The result…
Leadership (2 works) · Leadership style (2 works) · Political science (2 works) · Psychology (2 works) · Public Policy and Administration Research (2 works) · Public relations (2 works) · Public sector (2 works) · Shared leadership (2 works) · Social Psychology (2 works) · Ambiguity (1 works)