Artur Reuber
Biographic Data
| ID | 9713492 |
|---|---|
| NAME | Artur Reuber |
| GIVEN NAMES | Artur |
| FAMILY NAME | Reuber |
| SIGNATURE | REUBER A |
| AFFILIATIONS | Department of Socioeconomics University of Hamburg Germany |
| VERIFIED | No |
| TOTAL WORKS | 3 |
| TOTAL CITATIONS | 12 |
| AUTHOR COUNT | 3 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2020 |
| LATEST PUBLICATION YEAR | 2022 |
| H-INDEX | 1 |
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…
Finding a mission in bureaucracies
Finding a mission is important for employees to perform well in public service jobs. Research has demonstrated that leadership can facilitate mission valence among followers, but if and how leadership unfolds this effect in the presence of excessive bureaucracy (i.e., red tape) is unclear. This interaction is particularly interesting in the case of authentic leadership (i.e., a positive leadership style based on self‐awareness, consistent behavio…
Developing a short scale to assess public leadership
Tummers and Knies (2016) have recently introduced a 21‐item scale for the measurement of public leadership to the burgeoning field of leadership research in public administration. However, due to restrictions in survey length and response time, scholars often face practical difficulties when adopting measurement scales of such length. In many subfields of public administration, this results in a proliferation of ad hoc measures of unknown validit…
Developing a short scale to assess public leadership
Tummers and Knies (2016) have recently introduced a 21‐item scale for the measurement of public leadership to the burgeoning field of leadership research in public administration. However, due to restrictions in survey length and response time, scholars often face practical difficulties when adopting measurement scales of such length. In many subfields of public administration, this results in a proliferation of ad hoc measures of unknown validit…
Finding a mission in bureaucracies
Finding a mission is important for employees to perform well in public service jobs. Research has demonstrated that leadership can facilitate mission valence among followers, but if and how leadership unfolds this effect in the presence of excessive bureaucracy (i.e., red tape) is unclear. This interaction is particularly interesting in the case of authentic leadership (i.e., a positive leadership style based on self‐awareness, consistent behavio…
Developing a short scale to assess public leadership
Tummers and Knies (2016) have recently introduced a 21‐item scale for the measurement of public leadership to the burgeoning field of leadership research in public administration. However, due to restrictions in survey length and response time, scholars often face practical difficulties when adopting measurement scales of such length. In many subfields of public administration, this results in a proliferation of ad hoc measures of unknown validit…
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…
Finding a mission in bureaucracies
Finding a mission is important for employees to perform well in public service jobs. Research has demonstrated that leadership can facilitate mission valence among followers, but if and how leadership unfolds this effect in the presence of excessive bureaucracy (i.e., red tape) is unclear. This interaction is particularly interesting in the case of authentic leadership (i.e., a positive leadership style based on self‐awareness, consistent behavio…
Political science (3 works) · Psychology (3 works) · Public relations (3 works) · Law (2 works) · Leadership style (2 works) · Nomological network (2 works) · Public Policy and Administration Research (2 works) · Public sector (2 works) · Social Psychology (2 works) · Sociology (2 works)