000			01412nam a2200169 4500
999			_c509404 _d509404
008			190507b ||||| |||| 00| 0 eng d
100			_aAndersen, Lotte Bogh et al _95166
245			_aLeadership and motivation: a qualitative study of transformational leadership and pubic service motivation
260			_c2018
300			_ap.675-691.
520			_aTransformational leaders work to clarify a vision, share it with their employees and sustain it in the long run, and this is expected to result in increased employee public service motivation (PSM), that is, orientation towards doing good for others and society. Based on 48 in-depth interviews with 16 childcare leaders and 32 of their employees combined with 16 days of observation in these childcare centers, this article investigates the association between transformational leadership and PSM. When the leaders clarify, share and maintain an organizational vision, their employees are more motivated to do good for society and others, and this motivation tends to be less paternalistic and slightly more society-oriented. This implies that it is relevant to ask not only whether transformational leadership increases PSM, but also how it affects the type of PSM. - Reproduced.
650			_aMotivation _95167
650			_aCivil service _95168
773			_aInternational Review of Administrative Sciences
906			_aLeadership
942			_2ddc _cAR