TY - JOUR
T1 - Street-Level Bureaucrats’ Work Engagement
T2 - Can Public Managers’ Servant-Leader Orientation Make a Difference?
AU - Shim, Dong Chul
AU - Park, Hyun Hee
AU - Keum, Jaeduk
AU - Kim, Sangmook
N1 - Funding Information:
The author(s) disclosed receipt of the following financial support for the research, authorship and/or publication of this article: This study was supported by a Korea University Grant(K1911321). This work was also supported by the Ministry of Education of the Republic of Korea and the National Research Foundation of Korea (NRF-2016S1A3A2924956).
Publisher Copyright:
© The Author(s) 2020.
Copyright:
Copyright 2020 Elsevier B.V., All rights reserved.
PY - 2020
Y1 - 2020
N2 - 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.
AB - 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.
KW - job demands-resources model
KW - servant leadership
KW - work engagement
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U2 - 10.1177/0091026020941043
DO - 10.1177/0091026020941043
M3 - Article
AN - SCOPUS:85088469466
JO - Public Personnel Management
JF - Public Personnel Management
SN - 0091-0260
ER -