Skip to main content Accessibility help
  • Print publication year: 2017
  • Online publication date: July 2017

9 - Experimenting with Leadership in Public Organisations

from Part III - Substantive Contributions
Adamowicz, W., Louviere, J., and Williams, M. 1994. ‘Combining revealed and stated preference methods for valuing environmental amenities’, Journal of Environmental Economics and Management 26(3), 271–92.
Anderson, D. M. and Edwards, B. C. 2014. ‘Unfulfilled promise: laboratory experiments in public management research, Public Management Review, DOI: 10.1080/14719037.2014.943272.
Antonakis, J., Bendahan, S., Jacquart, P., and Lalive, R. 2010. ‘On making causal claims: a review and recommendations’, The Leadership Quarterly 21(6), 10861120.
Antonakis, J., d’Adda, G., Weber, R., and Zehnder, C. 2014. ‘Just words? Just speeches? On the economic value of charismatic leadership’. Working paper. Department of Organizational Behavior, University of Lausanne.
Arthur, C. A. and Hardy, L. 2014. ‘Transformational leadership: a quasi-experimental study’, Leadership & Organization Development Journal 35(1), 3853.
Barling, J., Weber, T., and Kelloway, E. K. 1996. ‘Effects of transformational leadership training on attitudinal and financial outcomes: a field experiment’, Journal of Applied Psychology 81(6), 827–32.
Bellé, N. 2014. ‘Leading to make a difference: a field experiment on the performance effects of transformational leadership, perceived social impact, and public service motivation’, Journal of Public Administration Research and Theory 24, 109–36.
Bellé, N. 2015. ‘Performance-related pay and the crowding-out of motivation in the public sector: a randomized field experiment’, Public Administration Review 75(2), 230–41.
Blom-Hansen, J., Morton, R., and Serritzlew, S. 2015. ‘Experiments in public management research’, International Public Management Journal. Posted online 11 March 2015.
Bono, J. E. and Judge, T. A. 2003. ‘Self-concordance at work: toward understanding the motivational effects of transformational leaders’, Academy of Management Journal 46, 554–71.
Choudhury, P. and Khanna, T. 2014. ‘Do leaders matter? Natural experiment and quantitative case study of Indian state owned laboratories’. Harvard Business School Working Paper 14–077.–077_49ce3a1b-0f07-4bb0-9d8b-70bbaa7590ec.pdf Accessed 24 May 2015.
Chreim, S., Williams, B. E., Janz, L., and Dastmalchian, A. 2010. ‘Change agency in a primary health care context: the case of distributed leadership’, Health Care Management Review 35(2), 187–99.
Collignon, B. and Detrain, C. 2010. ‘Distributed leadership and adaptive decision-making in the ant Tetramorium caespitum’, Proceedings: Biological Sciences 277, 1267–73.
Day, D. V. 2013. ‘Training and developing leaders: theory and research’, in Rumsey, M. G. (ed.), The Oxford Handbook of Leadership (New York: Oxford University Press), pp. 7693.
Deluga, R. J. and Souza, J. 1991. ‘The effects on transformational and transactional leadership styles on the influencing behavior of subordinate police officers’, Journal of Occupational Psychology 64, 4955.
Doh, J. P. 2003. ‘Can leadership be taught? Perspectives from management educators’, Academy of Management Learning and Education 2(1), 5467.
Dvir, T., Eden, D., Avolio, B. J., and Shamir, B. 2002. ‘Impact of transformational leadership on follower development and performance: a field experiment’, The Academy of Management Journal 45(4), 735–44.
Favero, N. and Bullock, J. B. 2015. ‘How (not) to solve the problem: an evaluation of scholarly responses to common source bias’, Journal of Public Administration Research and Theory 25(1), 285308.
Green, P. E. and Rao, V. R., 1971. ‘Conjoint measurement for quantifying judgemental data’, Journal of Marketing Research 8, 355–63.
Green, P. E. and Srinivasan, V. 1978. ‘Conjoint analysis in consumer research: issues and outlook’, Journal of Consumer Research 5, 103–23.
Hardy, L., Arthur, C. A. et al. 2010. ‘The relationship between transformational leadership behaviors, psychological, and training outcomes in elite military recruits’, The Leadership Quarterly 21(1), 2032.
Harris, A. 2008. ‘Distributed leadership: according to the evidence’, Journal of Educational Administration, 46(2), 172–88.
Hassan, R. A., Fuwad, B. A., and Rauf, A. I. 2010. ‘Pre-training motivation and the effectiveness of transformational leadership training: an experiment’, Academy of Strategic Management Journal 9(2), 123–31.
Holten, A. L., Bøllingtoft, A., and Wilms, I. 2015. ‘Leadership in a changing world: developing managers through a teaching and learning programme’, Management Decision 53(5), 1107–24.
Jacobsen, C. B. and Andersen, L. B. 2015. ‘Is leadership in the eye of the beholder? A study of intended and perceived leadership practices and organizational performance’, Public Administration Review 75(6), 829–41.
Jacobsen, C. B., Bøllingtoft, A., and Andersen, L. B. 2015. ‘Can leadership training teach leaders to LEAP? Experimenting with leadership training and leadership strategies’. Paper presented at APPAM conference, 12–14 November 2015, Miami, USA.
Kelloway, E. K., Barling, J., and Helleur, J. 2000. ‘Enhancing transformational leadership: the roles of training and feedback’, Leadership & Organization Development Journal 21(3), 145–9.
Kelloway, K. E., Barling, J., Kelley, E., Comtois, J., and Gatien, B. 2003. ‘Remote transformational leadership’, Leadership & Organization Development Journal 24(3), 163–71.
Kirkpatrick, S. A. and Locke, E. A. 1996. ‘Direct and indirect effects of three core charismatic leadership components on performance and attitudes’, Journal of Applied Psychology 81, 3651.
Kjeldsen, A. M, Jonasson, C., and Oversen, M. S. 2015. ‘Distributed leadership in organizational change processes: a qualitative study in public hospital units’. Paper prepared for the 2015 IRSPM Conference. Panel B102: Contemporary Leadership Issues.
Knippenberg, D. V. and Sitkin, S. B. 2013. ‘A critical assessment of charismatic-transformational leadership research: back to the drawing board?’, The Academy of Management Annals 7(1), 160.
Kovjanic, S., Schuh, S. C., and Jonas, K. 2013. ‘Transformational leadership and performance: an experimental investigation of the mediating effects of basic needs satisfaction and work engagement’, Journal of Occupational and Organizational Psychology 86, 543–55.
Kuhfeld, W. 2010. Marketing research methods in SAS: Experimental design, choice, conjoint and graphical techniques (Cary, NC: SAS Institute).
Lancaster, K. J. 1966. ‘A new approach to consumer theory’, Journal of Political Economy 74, 132–57.
Levy, P. E., Cober, R. T., and Miller, T. 2002. ‘The effect of transformational and transactional leadership perceptions on feedback-seeking intentions’, Journal of Applied Social Psychology 32(8), 1703–20.
Louviere, J. J. and Woodworth, G. 1983. ‘Design and analysis of simulated consumer choice or allocation experiments: an approach based on aggregate data’, Journal of Marketing Research 20, 350–67.
Luce, D. R. and Turkey, J. W. 1964. ‘Simultaneous conjoint measurement: a new type fundamental measurement’, Journal of Mathematical Psychology 1, 127.
Marvel, J. D. 2015. ‘Unconscious bias in citizens’ evaluations of public sector performance’. Online before print in Journal of Public Administration Research and Theory.
McGuire, M. and Silvia, C. 2009. ‘Does leadership in networks matter? Examining the effect of leadership behaviors on managers’ perceptions of network effectiveness’, Public Performance and Management Review 33(1), 3462.
Moynihan, D. P., Pandey, S. K., and Wright, B. E. 2012. ‘Setting the table: how transformational leadership fosters performance information use’, Journal of Public Administration Research and Theory 22(1), 143–64.
Nielsen, P. A. and Jacobsen, C. B. 2014. ‘The role of performance information in explaining employee acceptance of leadership’. Paper presented at the Public Administration Review 75th Anniversary International Conference, ‘Next Steps for Public Administration in Theory and Practice: Looking Backward and Moving Forward’. 16–18 November, 2014, Sun Yat-sen University, Guangzhou, China.
Park, S. M. and Rainey, H. G. 2008. ‘Leadership and public service motivation in U.S. federal agencies’, International Public Management Journal 11(1), 109.
Parry, K. W. and Sinha, P. N. 2005. ‘Researching the trainability of transformational organizational leadership’, Human Resource Development International 8(2), 165–83.
Pedersen, M. J. and Stritch, J. M. 2015. ‘Effects of internal management on managerial trustworthiness’, Paper presented at the Public Management Research Association (PMRA) Conference, Minneapolis, MN, 11–13 June 2015.
Propper, C. 1990. ‘Contingent valuation of time spent on NHS waiting lists’, The Economic Journal 100(400), 193–9.
Rainey, H. G. 1997. Understanding and Managing Public Organizations (San Francisco, CA: Jossey-Bass).
Rosen, S. 1974. ‘Hedonic prices and implicit markets: product differentiation in pure competition’, Journal of Political Economy 82, 3455.
Silins, H. and Mulford, W. 2002. ‘Leadership and school results’, in Leithwood, K. and Hallinger, P. (eds.), Second International Handbook of Educational Leadership and Administration (Kluwer: Dordrecht), pp. 561612.
Timperley, H. 2005. ‘Distributed leadership: developing theory from practice’, Journal of Curriculum Studies 37(4), 395420.
Train, K. 1998. ‘Recreation demand models with taste differences over people’, Land Economics 74(2), 230–9.
Train, K. 2003. Discrete Choice Methods with Simulation (Cambridge: Cambridge University Press).
Trottier, T., Van Wart, M., and Wang, X. H. 2008. ‘Examining the nature and significance of leadership in government organizations’, Public Administration Review 68(2), 319–33.
Van Wart, M. 2003. ‘Public-sector leadership theory: an assessment’, Public Administration Review 63, 214–28.
Van Wart, M. 2013. ‘Administrative leadership theory: a reassessment after 10 Years’, Public Administration 91(3), 521–43.
Vogel, R. and Masal, D. 2014. ‘Public leadership: a review of the literature and framework for future research’, Public Management Review. Published online 20 March 2014 DOI: 10.1080/14719037.2014.895031.
Wofford, J. C., Whittington, J. L., and Goodwin, V. L. 2001. ‘Follower motive patterns as situational moderators for transformational leadership effectiveness’, Journal of Managerial Issues 13, 196211.
Wright, B. E., Moynihan, D. P., and Pandey, S. K. 2012. ‘Pulling the levers: transformational leadership, public service motivation, and mission valence’, Public Administration Review 72, 206–15.
Wright, B. E. and Pandey, S. K. 2010. ‘Transformational leadership in the public sector: does structure matter?’, Journal of Public Administration Research and Theory 20(1), 7589.