01765nam a2200205 4500 510085 510085 190723b ||||| |||| 00| 0 eng d Jensen, Ulrich Thy 7275 Only when we agree! how value congruence moderates the impact of goal-oriented leadership on public service motivation 2019 p.12-24. Questions of how and when managers can motivate the workforce of public organizations are fundamental for scholars and practitioners alike. A dominant assertion is that goal‐oriented leadership strategies, such as transformational leadership, foster public service motivation (PSM). However, existing studies rely on designs that are vulnerable to endogeneity and rarely investigate the scope conditions of the leadership‐PSM relationship. Combining a field experiment with 364 managers and surveys of their 3,470 employees, the authors show that transformational leadership and transactional leadership, when induced experimentally, do not have the claimed positive effect on PSM. In fact, the results indicate that goal‐oriented leadership can have demotivating effects when employee and organizational values are incongruent. Public managers should therefore carefully assess existing levels of value (in)congruence before implementing goal‐oriented leadership strategies, and—in case of value conflicts—seek to align perceptions of the desirable among members of the organization. - Reproduced. Civil service 7276 Motivation 7277 Public service motivation 7278 Andersen, Lotte Bogh 7279 Jacobsen, Christian Botcher 7280 Public Administration Review Leadership ddc AR 0 0 ddc 0 0 384034 IIPA IIPA 2019-07-23 79(1). Jan/Feb, 2019: p.12-24. AR120445 2019-07-23 AR