Collaborative Leadership And Organizational Performance: Assessing The Structural Relation In A Public Service Agency

Keywords

collaborative leadership; leadership behavior and dimensions; perceived organizational performance; public-sector leadership theories

Abstract

Collaborative leadership has been widely discussed in the theory of public-sector leadership and public collaborative governance studies. Based on the survey data of a public service agency in Taipei City Government, Taiwan, this study used path analysis to test the effect of four dimensions of collaborative leadership on the perceived organizational performance, and applied multidimensional scaling (MDS) method to estimate the dimensions of collaborative leadership and their structural relations. Findings of the empirical analyses support our hypotheses about the dimensions and influence of collaborative leadership and contribute to the theories of public-sector leadership. Public employees’ collaborative leadership skills facilitate their acceptance of organizational rules and their perceived organizational performance. Implications of these findings are presented in the discussion and conclusion.

Publication Date

3-1-2018

Publication Title

Review of Public Personnel Administration

Volume

38

Issue

1

Number of Pages

83-109

Document Type

Article

Personal Identifier

scopus

DOI Link

https://doi.org/10.1177/0734371X15623619

Socpus ID

85041288825 (Scopus)

Source API URL

https://api.elsevier.com/content/abstract/scopus_id/85041288825

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