Kortlægning af forskningslitteratur om effekter af måder at udøve offentlig ledelse på: Empirisk evidens i en dansk kontekst
DOI:
https://doi.org/10.7146/cfasr.v12i1.151877Keywords:
Public Leadership, Review, Leadership EducationAbstract
Denne litteraturkortlægning er en af tre separate ’Litteraturkortlægninger af ledelsesforskning og forskning i lederuddannelser’, som Dansk Center for Forskningsanalyse ved Aarhus Universitet udfører for Styrelsen for Forskning og Uddannelse. De tre kortlægninger omhandler eksisterende litteratur indenfor effekt og effektmåling af offentlige lederuddannelser, effekter af måder at udøve offentlig ledelse på og effekter af didaktiske virkemidler og rammer for udvikling og efteruddannelse af offentlig ledere.
References
An, S. H., Meier, K. J., Ladenburg, J., & Westergård-Nielsen, N. (2019). Leadership and Job Satis faction: Addressing Endogeneity With Panel Data From a Field Experiment. Review of Public Personnel Administration. https://doi.org/10.1177/0734371X19839180
Andersen, L. B., Bjørnholt, B., Bro, L. L., & Holm-Petersen, C. (2018a). Leadership and motivation: A qualitative study of transformational leadership and public service motivation. Interna tional Review of Administrative Sciences, 84(4), 675-691. https://doi.org/10.1177/0020852316654747
Andersen, L. B., Bjørnholt, B., Bro, L. L., & Holm-Petersen, C. (2018b). Achieving high quality through transformational leadership: A qualitative multilevel analysis of transformational leadership and perceived professional quality. Public Personnel Management, 47(1), 51-72. https://doi.org/10.1177/0091026017747270
Andersen, L., Bro, L., Bøllingtoft, A., & Ladenburg, J. (2017). Experimenting with Leadership in Public Organisations. In O. James, S. Jilke, & G. Van Ryzin (Eds.), Experiments in Public Man agement Research: Challenges and Contributions (pp. 194-218). Cambridge University Press. https://doi.org/10.1017/9781316676912.010
Andersen, L. B, Andersen, S. C., & Pallesen, T. (2016). Forskning i Ledelseseffekter På Borgernes Udbytte Af de Offentlige Ydelser: Styrker, Svagheder Og Fremtidige Perspektiver. Politica 48 (2), 113-34. https://doi.org/10.7146/politica.v48i2.131400
Andreassen, C. S., Nielsen, M. B., Pallesen, S., & Gjerstad, J. (2019). The relationship between psychosocial work variables and workaholism: Findings from a nationally representative survey. International Journal of Stress Management, 26(1), 1-10. https://doi.org/10.1037/str0000073
Bjørnholt, B., Mikkelsen, M. F., Kjer, M. G., Flyger, C. I., Andersen, M., & Prescott, A. (2019). Sko leledelse under folkeskolereformen. VIVE - Det Nationale Forsknings- og Analysecenter for Velfærd. https://emu.dk/sites/default/files/2019-11/2019%20-%20VIVE%20-%20Skolele delse%20under%20folkeskolereformen.pdf
Bro, L. L., Andersen, L. B., & Bøllingtoft, A. (2017). Low-hanging fruit: Leadership, perceived pro social impact, and employee motivation. International Journal of Public Administration, 40(9), 717-729. https://doi.org/10.1080/01900692.2016.1187166
Bro, L. L., & Jensen, U. T. (2019). Does transformational leadership stimulate user orientation? Evidence from a field experiment. Public Administration, 98(1), 177-193. https://doi.org/10.1111/padm.12612
Favero, N., Andersen, S. C., Meier, K. J., O'Toole, L. J., & Winter, S. C. (2018). How Should We Estimate the Performance Effect of Management? Comparing Impacts of Public Managers' and Frontline Employees' Perceptions of Management. International Public Management Journal, 21(1), 105-130. https://doi.org/10.1080/10967494.2016.1236763
Fjendbo, T. (2020). Leading Employees of Different Genders: The Importance of Gender for the Leadership-Motivation Relationship. Review of Public Personnel Administration (ROPPA). Lokaliseret den 19. Maj, 2020, fra https://dpsa.dk/papers/Fjendbo%20Leading%20employ ees%20of%20different%20genders%20DPSA.pdf
Günzel-Jensen, F., Hansen, J. R., Jakobsen, M. L. F., & Wulff, J. (2018). A Two-Pronged Approach? Combined Leadership Styles and Innovative Behavior. International Journal of Public Admin istration, 41(12), 957-970. https://doi.org/10.1080/01900692.2017.1303711
Günzel-Jensen, F., Jain, A. K., & Kjeldsen, A. M. (2018). Distributed leadership in health care: The role of formal leadership styles and organizational efficacy. Leadership, 14(1), 110-133. https://doi.org/10.1177/1742715016646441
Hansen, J. A., & Pihl-Thingvad, S. (2019). Managing employee innovative behaviour through transformational and transactional leadership styles. Public Management Review, 21(6), 918-944. https://doi.org/10.1080/14719037.2018.1544272
Hetland, H., Skogstad, A., Hetland, J., & Mikkelsen, A. (2011). Leadership and learning climate in a work setting. European Psychologist, 16(3), 163-173. https://doi.org/10.1027/1016-9040/a000037
Holm-Petersen, C., Andersen, L. B., Bjørnholt, B., Høybye-Mortensen, M., Bro, L. L. & Andersen, V. N. (2015). Ledelsesspænd på daginstitutionsområdet - Størrelse, ledelsesstil, faglig kvalitet og trivsel. KORA - Det Nationale Institut for Kommuners og Regioners Analyse og Forskning.https://www.vive.dk/media/pure/9007/2042366
Holten, A. L., & Brenner, S. O. (2015). Leadership style and the process of organizational change. Leadership and Organization Development Journal, 36(1), 2-16.https://doi.org/10.1108/LODJ-11-2012-0155
Holten, A. L., Hancock, G. R., & Bøllingtoft, A. (2019). Studying the importance of change leader ship and change management in layoffs, mergers, and closures. Management Decision,58(3), 393-409. http://doi.org/10.1108/MD-03-2017-0278
Jacobsen, C. B., & Andersen, L. B. (2015). Is leadership in the eye of the beholder? A study of intended and perceived leadership practices and organizational performance. Public Admin istration Review, 75(6), 829-841. https://doi.org/10.1111/puar.12380
Jacobsen, C. B., Jensen, U. T., & Andersen, L. B. (2016). Leadership and Public Service Motivation: How the combination of transformational leadership and contingent verbal rewards can mo tivate employees. Paper presented at IRSPM conference, Hong Kong, Kina. https://irspm2016.exordo.com/files/papers/365/final_draft/Jacobsen_et_al._IRSPM_2016.docx.pdf
Jacobsen, C. B., & Andersen, L. B. (2019). High Performance Expectations: Concept and Causes. International Journal of Public Administration, 42(2), 108-118.https://doi.org/10.1080/01900692.2017.1405443
Jacobsen, C. B., & Staniok, C. D. (2018). Sharing the fire? The moderating role of transformational leadership congruence on the relationship between managers' and employees' organiza tional commitment. International Public Management Journal, 1-25. https://doi.org/10.1080/10967494.2018.1486930
Jakobsen, M. L. F., Kjeldsen, A. M., & Pallesen, T. (2016). Distribueret ledelse i offentlige service organisationer. Politica - Tidsskrift for Politisk Videnskab 48(2). https://doi.org/10.7146/politica.v48i2.131408
Jensen, U. T. (2018). Does perceived societal impact moderate the effect of transformational leadership on value congruence? Evidence from a field experiment. Public Administration Review, 78(1), 48-57. https://doi.org/10.1111/puar.12852
Jensen, U. T., & Bro, L. L. (2018). How transformational leadership supports intrinsic motivation and public service motivation: The mediating role of basic need satisfaction. The American Review of Public Administration, 48(6), 535-549. https://doi.org/10.1177/0275074017699470
Jensen, U. T., Andersen, L. B., & Jacobsen, C. B. (2019). Only When We Agree! How Value Con gruence Moderates the Impact of Goal-Oriented Leadership on Public Service Motivation. Public Administration Review, 79(1), 12-24. https://doi.org/10.1111/puar.13008
Kinnunen, U., Feldt, T., & Mauno, S. (2016). Authentic leadership and team climate: testing cross lagged relationships. Journal of Managerial Psychology, 31(2), 331-345. https://doi.org/10.1108/JMP-12-2014-0362
Munir, F., Nielsen, K., Garde, A. H., Albertsen, K., & Carneiro, I. G. (2012). Mediating the effects of work-life conflict between transformational leadership and health-care workers' job sat isfaction and psychological wellbeing. Journal of Nursing Management, 20(4), 512-521. https://doi.org/10.1111/j.1365-2834.2011.01308.x
Nielsen, M. B., Skogstad, A., Gjerstad, J., & Einarsen, S. V. (2019). Are transformational and lais sez-faire leadership related to state anxiety among subordinates? A two-wave prospective study of forward and reverse associations. Work and Stress, 33(2), 137-155. https://doi.org/10.1080/02678373.2018.1528307
Nielsen, P. A., Boye, S., Holten, A. L., Jacobsen, C. B., & Andersen, L. B. (2019). Are transformational and transactional types of leadership compatible? A two-wave study of employee motivation. Public Administration, 97(2), 413-428. https://doi.org/10.1111/padm.12574
Orazi, D. C., Turrini, A., & Valotti, G. (2013). Public sector leadership: new perspectives for research and practice. International Review of Administrative Sciences, 79(3), 486-504. https://doi.org/10.1177/0020852313489945
Pedersen, M. J., Favero, N., Nielsen, V. L., & Meier, K. J. (2019). Public Management on the Ground: Clustering Managers Based on Their Behavior. International Public Management Journal, 22(2), 254-294. https://doi.org/10.1080/10967494.2017.1396273
Pihl-Thingvad, S. & Klausen, K. K. (2019). Managing the Implementation of Innovation Strategies in Public Service Organisation - How Managers may support Employees Innovative Work Behavior. International Journal of Innovation Management, 24(4). https://doi.org/10.1142/S1363919620500747
Skogstad, A., Hetland, J., Glasø, L., & Einarsen, S. (2014). Is avoidant leadership a root cause of subordinate stress? Longitudinal relationships between laissez-faire leadership and role am biguity. Work and Stress, 28(4), 323-341. https://doi.org/10.1080/02678373.2014.957362
Tafvelin, S., Hyvönen, U., & Westerberg, K. (2014). Transformational leadership in the social work context: The importance of leader continuity and co-worker support. British Journal of Social Work, 44(4), 886-904. https://doi.org/10.1093/bjsw/bcs174
Winter, S. C., Kjer, M G. & Skov, P. R. (2017). Gør skoleledelse en forskel? Ledelse af implemente ringen af folkeskolereformen. SFI - Det Nationale Forskningscenter for Velfærd https://www.vive.dk/media/pure/6685/686894
Ågotnes, K. W., Einarsen, S. V., Hetland, J., & Skogstad, A. (2018). The moderating effect of laissez faire leadership on the relationship between co-worker conflicts and new cases of workplace bullying: A true prospective design. Human Resource Management Journal, 28(4), 555-568. https://doi.org/10.1111/1748-8583.12200
Downloads
Published
How to Cite
Issue
Section
Categories
License
Copyright (c) 2024 CFA Scientific Reports

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
License terms apply for all publications unless specifically stated otherwise on the publication.