000			01595nam a22001577a 4500
999			_c523706 _d523706
008			230922b ||||| |||| 00| 0 eng d
100			_aJacobsen, Christian Botcher et al _943847
245			_aNot too narrow, not too broad: Linking span of control, leadership behavior, and employee job satisfaction in public organizations
260			_aPublic Administration Review
300			_a83(4), Jul-Aug, 2023: p.775-792
520			_aHow does organizational structure shape the role of leadership? Research emphasizes the negative implications of broad spans of control, but theory and empirical research about the span of control and leadership are sparse. We develop theoretical arguments about the span of control and transformational, transactional, and distributed leadership and argue that employees in units with medium-sized spans of control observe more leadership and have higher job satisfaction. Furthermore, that span of control can affect leadership behaviors differently. The arguments are tested on multilevel survey data from 393 nursing managers and 1699 nurses in Danish hospitals. We find that employees experience more leadership behavior and higher job satisfaction under medium spans of control compared to narrow and broad spans of control. Consequently, span of control should still be considered an important aspect of organizational design when active leadership behavior and high employee job satisfaction are warranted. – Reproduced
650			_aPUBLIC ADMINISTRATION _943848
773			_aPublic Administration Review
906			_aLEADERSHIP
942			_cAR