Distributed leadership and performance‐related employee outcomes in public sector organizations

2021 ◽  
Author(s):  
Mads Leth Jakobsen ◽  
Anne Mette Kjeldsen ◽  
Thomas Pallesen
Keyword(s):  
Public Sector ◽  
Distributed Leadership ◽  
Employee Outcomes ◽  
Public Sector Organizations ◽  
And Performance

Guest editorialHappy endings and successful stories in public sector financial management: a lesson drawing perspective

2021 ◽  
Vol 34 (4) ◽  
pp. 393-406
Author(s):  
Sandra Cohen ◽  
Francesca Manes-Rossi ◽  
Isabel Brusca ◽  
Eugenio Caperchione
Keyword(s):  
Public Sector ◽  
Financial Management ◽  
Local Governments ◽  
Financial Statements ◽  
Special Issue ◽  
Content Type ◽  
Public Financial Management ◽  
Political Implications ◽  
Public Sector Organizations ◽  
And Performance

PurposePublic financial management has been characterized by the implementation of several innovations and reforms that embrace different areas and scope. These reforms aim at expenditure rationalization and efficiency enhancement, as well as the improvement of accountability and performance. Despite research having already paid attention to these innovations and reforms, the strengths, weaknesses, opportunities and threats empirically faced by public sector organizations still need to be investigated. This editorial introduces the special issue by emphasizing on the lessons that can be learned from past reform experiences.Design/methodology/approachThe editorial synthesizes some of the findings of the previous literature and evidences the necessity of both successful and unsuccessful stories, presenting a future agenda of research which emphasizes the use of case studies as a suitable method to get insights out of multiple experiences.FindingsThe four articles presented in this special issue, covering the topics of accrual accounting adoption, the use of financial statements by councilors, the use of performance information by politicians and the outsourcing of auditing in local governments, provide an overview of the efforts and challenges faced by public administrations by analyzing the influence of the institutional context, the relevance of political implications and their practical footprint.OriginalityIn this special issue, four successful stories that touch upon multiple facets of public financial management in different country contexts are discussed, and they signal important takeaway messages for further reforms.

scholarly journals Program and Performance Budgeting System in Public Sector Organizations: An Analytical Study in Saudi Arabian Context

2017 ◽  
Vol 10 (4) ◽  
pp. 157
Author(s):  
Alaa Mohama Malo Alain ◽  
Magdy Melegy Abdul Hakim Melegy
Keyword(s):  
Developing Countries ◽  
Public Sector ◽  
Analytical Study ◽  
Accounting System ◽  
Kingdom Of Saudi Arabia ◽  
The Public ◽  
Performance Budgeting ◽  
System A ◽  
Public Sector Organizations ◽  
And Performance

In order to improve the budget system, a number of approaches and techniques have been adopted in public sector organizations such as Program and Performance Budgeting System (PPBS), Performance Based Budgeting System (PBBS) and Zero-Based Budgeting (ZBB). The present study is an extension in the line of very few researches which had been conducted in developing countries in regard to implementation of “One Budgetary Approach” which is known as “Program and Performance Budgeting System PPBS”. The study concentrates its focus on the support which it may find in case of “budgetary format” is adopted by the “Public Sector Organizations” in the kingdom of Saudi Arabia. The study explores several dimensions such as familiarity, acceptability and adoptability of PPBS, “degree of contribution of Accounting System followed by “public sector organizations” to adopt PPBS”, the benefits that might be realized and the obstacles that probably might be faced if this approach of budgeting is adopted by Public Sector Organizations” in Al-Kharj region. The study came up with the following main findings; there is a fair familiarity and understanding of PPBS by financial managers and accountants working in the “public sector organizations”, the accounting system followed by “public sector organizations” contributes to adopt PPBS successfully, there are certain benefits could be obtained while adopting PPBS by public sector organizations, and finally certain obstacles have been discovered which are standing as stumbling-stone to adopt PPBS in “public sector organizations” in Al-Kharj region effectively.

THE EFFECT OF THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP, ORGANIZATIONAL CULTURE AND PERFORMANCE: Empirical Findings from Four Public Sector Organizations in the United States Virgin Islands

2016 ◽  
Vol 05 (06) ◽  
pp. 01-13
Author(s):  
Paul L. Flemming
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Public Sector ◽  
Organizational Performance ◽  
Virgin Islands ◽  
Leadership Traits ◽  
Leadership Performance ◽  
Idealized Influence ◽  
Public Sector Organizations ◽  
And Performance

Scholars and practitioners in social sciences have argued that there is some association between leadership and performance, but empirical evidence has yet to prove the effect of leadership, performance and culture on public organizational performance. This study has investigated the effect of transformational leadership styles, organizational culture types and performance in four public sector organizations. The argument that there is no association between the three fundamental pillars of public sector organization: leadership, performance and culture, has become an ongoing debate in social sciences. This study investigated the effect of transformational leadership traits, organizational culture types and performance in four public sector organizations. The objective of this research was to examine the effect of individual leadership traits, and culture types on performance in public organizations. The behavior elements examined in this study were idealized influence behavior, inspirational motivation, intellectual stimulation, individualized consideration, idealized influence and effectiveness. Performance outcomes variables were hiring decisions, performance measurements, job satisfaction, and structured reward system respectfully. The cultural variables used were clan culture, adhocracy culture, market culture, and hierarchal culture. This study utilized a survey designed and implemented a quantitative methodology. The analysis used primary data produced by the Multifactor Leadership Questionnaire (MLQ) to administer on 200 respondents from four of the largest public sector organizations in the United State Virgin Islands to examine the relationship of transformational leadership, organizational performance and organizational culture. The responses were scaled and coded to enable the segmentation of the data into dependent and independent variables based on the leadership, performance and culture variables. The study utilized the multiple regression models and correlation statistical analyses to determine the degree of commonality among the components. The results showed that while transformational leadership were strongly correlated with organizational performance with consistency and adaptability, organizational culture had a positive significant relationship with performance management practices. The study concluded that transformational leadership and organizational culture have positive effects on facilitating performance in mature public sector organizations, and recommended transformational leadership styles to actualize the culture types best suited in public sector organizations.

scholarly journals The influence of emotional intelligence on employee’s performance: a case from Romania’s public sector

2020 ◽  
Vol 1 (35) ◽  
pp. 40-57
Author(s):  
Oana Matilda SABIE ◽  
Cătălin PÎRVU ◽  
Ștefan Gabriel BURCEA ◽  
Roxana Maria BRIȘCARIU ◽  
Simona Alexandra APOSTOL (VOICU)
Keyword(s):  
Emotional Intelligence ◽  
Public Sector ◽  
Organizational Performance ◽  
Pearson Correlation ◽  
Public Organizations ◽  
Two Dimensions ◽  
Research Approach ◽  
Quantitative Methodology ◽  
Public Sector Organizations ◽  
And Performance

: The research aim was to analyse the relationship between emotional intelligence and performance of public sector employees, but we also looked at correlations between two dimensions of emotional intelligence and two particular dimensions which impact organizational performance. This study was conducted on employees from Romanian public sector organizations and in order to achieve the purpose of the research we developed a quantitative methodology based on questionnaire. All the measures we used in this study were drawn from established previous research and specially adapted and tailored for employees from public sector. The study was conducted through a quantitative methodology, using a conceptual deductive research approach based on conceptual framework in order to test the hypotheses. For the statistical analysis, we used the package SPSS Statistics 22.0, through which we generated descriptive analyses and several parametric tests aimed at achieving the main purpose of our research. The results of our research are relevant for leaders and human resources managers of public sector organizations, but they can also be useful for practitioners and scientific community from around the world. The conclusions of our research demonstrate that emotional intelligence is important for any organization and does have a statistically significant impact on how performance is measured and encouraged in Romanian public organizations. Although the correlation is not the strongest, the 0,321 Pearson Correlation coefficient is enough to warrant public organizations investing in recruiting and retaining emotionally intelligent workforce if they care about performance.

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