Leading public service organizations: how to obtain high employee self-efficacy and organizational performance |
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Authors: | Christian Bøtcher Jacobsen Lotte Bøgh Andersen |
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Institution: | 1. Department of Political Science, Aarhus University, Aarhus C, Denmark;2. Department of Political Science, Aarhus University &3. Danish Institute for Local and Regional Government Research, Aarhus C, Denmark |
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Abstract: | Concerns are sometimes raised that transactional leadership harms public organizations’ performance because demands thwart employees’ self-efficacy. However, the opposite may be argued – conditional rewards strengthen feelings of competence because they provide positive feedback on performance. We study ninety-two high school principals’ reported use of contingent rewards and sanctions and self-efficacy among their 1,932 teachers. The results indicate that contingent rewards strengthen self-efficacy, and that sanctions are not negatively related with self-efficacy or performance. Furthermore, the teachers’ self-efficacy can be linked positively to organizational performance. This suggests that rewards can be an important tool for managers in the public sector. |
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Keywords: | Transactional leadership self-efficacy performance |
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