Crossing boundaries at the frontline
Examining the link between red tape, leadership and boundary-spanning behaviour
Bibliographic Data
| ID | 17759141 |
|---|---|
| Authors | Bernard Bernards (0000-0002-8107-513X, Leiden University, corresponding author), Eduard Schmidt (0000-0002-4788-7521, Leiden University), Machiel Van Der Heijden (0000-0001-5723-3620, Utrecht University), Marieke van der Hoek (0000-0001-6775-442X, Utrecht University) |
| Year | 2026 |
| Pages | 1-30 |
| Publication date | 2026-04-05 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Public Management Review (JOURNAL) |
| Journal identifiers | ISSN: 1471-9037 • E-ISSN: 1471-9045 |
| Publisher | Taylor & Francis (PUBLISHER • GB) |
| DOI | 10.1080/14719037.2026.2653079 |
| OpenAlex | W7150199530 |
| Language | EN |
| References cited | 89 |
Politics · Conflict Management and Negotiation · Job Satisfaction and Organizational Behavior · Management and Organizational Studies
Daily job demands and employee work engagement
Effective Leadership Behavior
The Essential Impact of Context on Organizational Behavior
Organizational Effectiveness and Bureaucratic Red Tape
Construct Measurement and Validation Procedures in MIS and Behavioral Research
Evaluating Structural Equation Models with Unobservable Variables and Measurement Error
Boundary spanning and partnership performance
Boundary-spanning in public value co-creation through the lens of multilevel governance
How to influence the professional discretion of street-level bureaucrats
Do visionary and servant leaders reduce cognitive uncertainty of professionals? A study of team-based settings in public organizations
Leading frontline enforcers
Team innovation through collaboration
Understanding street‐level bureaucrats’ informal collaboration
Professional Development Leadership in Public Organizations
Cops, Teachers, Counselors
Multilevel Analysis
Addressing Moderated Mediation Hypotheses
Lost in translation how public managers across hierarchical levels shape customization depending on their managerial or professional identity
Turning rejection into adoption
Job Demands–Resources Theory
Boundary Spanning in Local Governance
Collaborative Public Management
Bureaucratic Red Tape and Formalization
Can Leadership Improve Interorganizational Collaboration? Field-Experimental Evidence From a Team-Based Leadership Training Intervention
Constrained by Red Tape
Whole‐of‐government and joined‐up government
Professionals, Managers and Discretion
The Skill Set of the Successful Collaborator
The Whole‐of‐Government Approach to Public Sector Reform
Competitors and Cooperators
Foundations of Relating
Networks and Networking
The Effect of Problem Severity, Managerial and Organizational Capacity, and Agency Structure on Intergovernmental Collaboration
Red Tape
Beware of Managers Not Bearing Gifts
Relational job characteristics and job satisfaction of public sector employees
Professionals as Knowledge Brokers
From Red Tape to Which Performance Results? Exploring the Relationship Between Red Tape and Various Dimensions of Performance in Healthcare Work Units
Are transformational and transactional types of leadership compatible? A two‐wave study of employee motivation
Rebel with a cause
Boundary Spanners in Public Management and Governance
The "What" and "Why" of Goal Pursuits
Creating public value in frontline teams
Can Public Leadership Increase Public Service Motivation and Job Performance
Perceived Organizational Red Tape and Organizational Performance in Public Services
Is Leadership in the Eye of the Beholder? A Study of Intended and Perceived Leadership Practices and Organizational Performance
Red Tape, Organizational Performance, and Employee Outcomes
Supervisory Leadership at the Frontlines
A State of Agents? Sharpening the Debate and Evidence over the Extent and Impact of the Transformation of Governance
The Performance and Development of Deliberative Routines
When Agency Priorities Matter
Ignoring the Experts
Deliberation and Deliberative Organizational Routines in Frontline Decision-Making
Red Tape and Public Employees
The Impact of Red Tape on Governmental Performance
Street-Level Management
Serpents in the Sand
Examining Red Tape in Public and Private Organizations
Policy Work
Marginal Effects in Interaction Models
Problematizing partner selection
The Competent Boundary Spanner
Professionalization and Bureaucratization
Frontline professionals' experiences of navigating boundaries in a layered care and support system for individuals with complex care needs in the Netherlands
Five Misunderstandings About Case-Study Research
| Citation velocity | historical |
|---|---|
| Highly cited | No |