Street-Level Bureaucrats’ Work Engagement
Can Public Managers’ Servant-Leader Orientation Make a Difference
Bibliographic Data
| ID | 21422684 |
|---|---|
| Authors | Dong Chul Shim (0000-0001-5396-926X, Korea University, Seoul, Korea), Hyun Hee Park (0000-0003-1174-9247, Kookmin University, Seoul, Korea, corresponding author), Jaeduk Keum (University of Seoul, Korea), Sangmook Kim (0000-0002-0777-6878, Seoul National University of Science and Technology, Korea) |
| Year | 2021 |
| Volume | 50 |
| Issue | 3 |
| Pages | 307-326 |
| Publication date | 2021-09-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Public Personnel Management (JOURNAL) |
| Journal identifiers | ISSN: 0091-0260 • E-ISSN: 1945-7421 |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/0091026020941043 |
| OpenAlex | W3043977273 |
| Language | EN |
| Citations received | 5 |
| References cited | 58 |
The present study examines the antecedents of street-level bureaucrats’ work engagement. In particular, this study investigates whether a work-unit manager’s servant-leader orientation may, directly or indirectly, contribute to increasing subordinates’ work engagement by shaping employees’ resources (i.e., job autonomy, goal specificity, public service motivation [PSM], and organizational trust). Data collected from 416 street-level bureaucrats in Korean local government agencies and the analyzed results show that work-unit managers’ servant-leader orientation indirectly influence employees’ work engagement by developing employees’ positive perceptions and attitudes
Autonomy · Bureaucracy · Business · Government (linguistics) · Leadership style · Perception · Political science · Politics · Public relations · Public sector · Public service · Public Service Motivation · Servant leadership · Service (business) · Unit (ring theory) · Work (physics) · Work engagement · Customer Service Quality and Loyalty · Job Satisfaction and Organizational Behavior · Marketing · Psychology · Work-Family Balance Challenges
Workgroup innovative behaviours in the public sector workplace
Enhancing work engagement public amidst change
Essential but Ignored
Challenge or Hindrance? The Effects of Job Demands–Resources Imbalance on Street-Level Bureaucrats’ Turnover Intention
(I Can’t Get No) Satisfaction? The effect of servant leadership on firefighters’ global satisfaction – a social identity approach
Motivation in Public Management
Antecedents of team potency and team effectiveness
A Meta-Analytic Test of the Challenge Stressor–Hindrance Stressor Framework
Public Service Motivation and Interpersonal Citizenship Behavior in Public Organizations
Weekly work engagement and flourishing
Job resources boost work engagement, particularly when job demands are high.
Linking Organizational Resources and Work Engagement to Employee Performance and Customer Loyalty
Exploring the Job Demands–Resources Model of Work Engagement in Government
An Integrative Model of Organizational Trust
Common Method Bias in Public Management Studies
We Know the Yin—But Where Is the Yang? Toward a Balanced Approach on Common Source Bias in Public Administration Scholarship
Towards a model of work engagement
The Measurement of Job Characteristics.
Transformational versus servant leadership
Development of the Job Diagnostic Survey.
A new scale of social desirability independent of psychopathology.
Common method biases in behavioral research
Sufficient Sample Sizes for Multilevel Modeling
The Measurement of Engagement and Burnout
An Integrative Model of Organizational Trust
Psychological Conditions of Personal Engagement and Disengagement at Work.
The Measurement of Work Engagement With a Short Questionnaire
Development of reliable and valid short forms of the marlowe-crowne social desirability scale
Exploring Servant Leadership across Cultures
Self‐determination theory and work motivation
Crafting a job on a daily basis
Estimates of Burnout in Public Agencies
Public Service Motivation Research
Street-level bureaucrats’ turnover intention
To Be Fully There
Investigating the Structure and Meaning of Public Service Motivation across Populations
Motivational Bases and Emotional Labor
The Motivational Bases of Public Service
A Job Demands–Resources Approach to Public Service Motivation
Developing and Testing a New Goal Taxonomy
Organizational Goal Ambiguity and Job Satisfaction in the Public Sector
Burnout and Work Engagement
Building a practically useful theory of goal setting and task motivation
Convergent and discriminant validation by the multitrait-multimethod matrix
The need to belong
| Unique citing works | 5 |
|---|---|
| Citations per year | 1.67 |
| Citation span | 2023 - 2026 (4) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 5 |