Street-Level Bureaucrats’ Work Engagement: Can Public Managers’ Servant-Leader Orientation Make a Difference?

Dong Chul Shim, Hyun Hee Park, Jaeduk Keum, Sangmook Kim

Research output: Contribution to journalArticlepeer-review

1 Citation (Scopus)

Abstract

The present study examines the antecedents of street-level bureaucrats’ work engagement. In particular, this study investigates whether a work-unit manager’s servant-leader orientation may, directly or indirectly, contribute to increasing subordinates’ work engagement by shaping employees’ resources (i.e., job autonomy, goal specificity, public service motivation [PSM], and organizational trust). Data collected from 416 street-level bureaucrats in Korean local government agencies and the analyzed results show that work-unit managers’ servant-leader orientation indirectly influence employees’ work engagement by developing employees’ positive perceptions and attitudes.

Original languageEnglish
JournalPublic Personnel Management
DOIs
Publication statusAccepted/In press - 2020

Keywords

  • job demands-resources model
  • servant leadership
  • work engagement

ASJC Scopus subject areas

  • Public Administration
  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management of Technology and Innovation

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