000			01405nam a22001457a 4500
999			_c515880 _d515880
008			210210b ||||| |||| 00| 0 eng d
100			_aSchwarz, G., Eva, N. and Newman, A. _924198
245			_aCan public leadership increase public service motivation and job performance
260			_aPublic Administration Review
300			_a80(4), Jul-Aug, 2020: p.543-554
520			_aTo advance understanding of leadership in the public sector, this article examines the link between accountability, rule‐following, political loyalty, and network governance approaches to leadership and employees' public service motivation (PSM) and individual job performance. Using a sample of 300 civil servants and their 64 managers in China, the study finds that accountability, rule‐following, political loyalty, and network governance leadership are all significantly positively related to employees' PSM levels and job performance. The results of multilevel modeling show that network governance leadership has the strongest positive relationship with both PSM and job performance, suggesting that managers should encourage public employees to initiate and maintain contacts outside their organizations to access relevant information, technical expertise, and resources that may be not be available internally. – Reproduced
773			_aPublic Administration Review
906			_aLEADERSHIP
942			_cAR