High Performance Expectations: Concept and Causes
Christian Bøtcher Jacobsen and
Lotte Bøgh Andersen
International Journal of Public Administration, 2019, vol. 42, issue 2, 108-118
Abstract:
Employees contribute more when they are aware of their leaders’ high performance expectations (HPE), but how can leaders successfully convey HPE? Here it is argued that both transformational and transactional leadership behaviors involve goal-setting, which can affect employee-perceived HPE. Using a leadership training field experiment with 3,730 employees nested in 471 organizations, the findings support that training in transformational, transactional and combination leadership training significantly increased employees’ HPE relative to a control group. Furthermore, transformational leadership and pecuniary rewards seem to be important mechanisms. This implies that public leaders can affect HPE through leadership and thus potentially organizational performance.
Date: 2019
References: Add references at CitEc
Citations:
Downloads: (external link)
http://hdl.handle.net/10.1080/01900692.2017.1405443 (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:taf:lpadxx:v:42:y:2019:i:2:p:108-118
Ordering information: This journal article can be ordered from
http://www.tandfonline.com/pricing/journal/lpad20
DOI: 10.1080/01900692.2017.1405443
Access Statistics for this article
International Journal of Public Administration is currently edited by Ali Farazmand
More articles in International Journal of Public Administration from Taylor & Francis Journals
Bibliographic data for series maintained by Chris Longhurst ().