Joint effects of shared and transformational leadership on performance in <scp>street‐level</scp> bureaucracies: Evidence from the educational sector-Reference-Cited by-同舟云学术

Joint effects of shared and transformational leadership on performance in street‐level bureaucracies: Evidence from the educational sector

Published:2022-07-07 Issue:6 Volume:82 Page:1042-1057
ISSN:0033-3352
Container-title:Public Administration Review
language:en
Short-container-title:Public Administration Review

Author:

Lagowska Urszula¹,Sobral Filipe²,Tavares Gustavo³

Affiliation:

1. Department of People and Organisations NEOMA Business School Reims France

2. Getulio Vargas Foundation, Brazilian School of Public and Business Administration in Rio de Janeiro Rio de Janeiro Brazil

3. Insper Institute of Education and Research São Paulo Brazil

Funder

Coordenação de Aperfeiçoamento de Pessoal de Nível Superior

Conselho Nacional de Desenvolvimento Científico e Tecnológico

Fundação Carlos Chagas Filho de Amparo à Pesquisa do Estado do Rio de Janeiro

Publisher

Wiley

Subject

Marketing,Public Administration,Sociology and Political Science

Link

https://onlinelibrary.wiley.com/doi/pdf/10.1111/puar.13526

Reference113 articles.

1. Individual Performance: From Common Source Bias to Institutionalized Assessment;Andersen Lotte B.;Journal of Public Administration Research and Theory,2016

2. How job demands, resources, and burnout predict objective performance: A constructive replication

3. Lost in translation: exploring the link between HRM and performance in healthcare

4. Two Decades of Research and Development in Transformational Leadership

5. Self-determination theory goes public: experimental evidence on the causal relationship between psychological needs and job satisfaction

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