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

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

doi:10.1177/0091026020941043

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

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

* New professors

Research output: Contribution to journal › Article › peer-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 language	English
Journal	Public Personnel Management
DOIs	https://doi.org/10.1177/0091026020941043
Publication status	Accepted/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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10.1177/0091026020941043

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title = "Street-Level Bureaucrats{\textquoteright} Work Engagement: Can Public Managers{\textquoteright} Servant-Leader Orientation Make a Difference?",

abstract = "The present study examines the antecedents of street-level bureaucrats{\textquoteright} work engagement. In particular, this study investigates whether a work-unit manager{\textquoteright}s servant-leader orientation may, directly or indirectly, contribute to increasing subordinates{\textquoteright} work engagement by shaping employees{\textquoteright} 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{\textquoteright} servant-leader orientation indirectly influence employees{\textquoteright} work engagement by developing employees{\textquoteright} positive perceptions and attitudes.",

keywords = "job demands-resources model, servant leadership, work engagement",

author = "Shim, {Dong Chul} and Park, {Hyun Hee} and Jaeduk Keum and Sangmook Kim",

note = "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: {\textcopyright} The Author(s) 2020.",

year = "2020",

doi = "10.1177/0091026020941043",

language = "English",

journal = "Public Personnel Management",

issn = "0091-0260",

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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.

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.

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KW - work engagement

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

Abstract

Keywords

ASJC Scopus subject areas

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