The role of leadership in fostering public service motivation in post-conflict states

Norman Tafirenyika Nhede

International Journal of Management Practice, 2019, vol. 12, issue 1, 81-93

Abstract: This article explores the relationship between leadership and public service motivation in post-conflict states. Conflict is ubiquitous and heterogeneous. It affects the way in which public institutions operate. Information was gathered through a review of contemporary literature on administrative challenges in post-conflict states and was analysed to establish the role of leadership in fostering public service motivation. The article established that leadership plays an important role in the overall performance of public sector organisations. The findings are relevant because leadership is essential for the achievement of organisational goals. The public service requires not only skilled staff but also motivated employees to implement the agenda of the post-conflict state. Thus, there is a need to keep the public servants motivated in order for them to participate effectively in rebuilding public administration institutions that would have become dysfunctional as a result of conflict.

Keywords: transformational leadership; transactional leadership; motivation; post-conflict states; transformation. (search for similar items in EconPapers)
Date: 2019
References: Add references at CitEc
Citations:

Downloads: (external link)
http://www.inderscience.com/link.php?id=96681 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ids:ijmpra:v:12:y:2019:i:1:p:81-93

Access Statistics for this article

More articles in International Journal of Management Practice from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Sarah Parker ().