Journal Articles

Setting the Table: How Transformational Leadership Fosters Performance Information Use

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The article offers a theory of how leadership affects the implementation of management reforms. The central premise of this theory is that leadership can have important but easy-to-miss indirect effects on organizational factors that shape reform outcomes. To test this question, we examine how transformational leadership influences the implementation of performance reforms, using performance information use as a dependent variable. Previous research suggests that leadership can affect how performance information is used among employees but underspecifies the theoretical mechanisms by which this influence occurs. This article develops a theoretical model that proposes that transformational leaders “set the table” for performance information use via a positive but indirect effect on two mediating factors, goal clarity and organizational culture. A structural equation model using self-reported performance information use as a dependent variable provides empirical evidence consistent with our theory.

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Detail Information

Series Title

Journal of Public Administration Research & Theory

Call Number

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Publisher

Oxford, UK : Oxford University Press., 2012

Collation

p. 143-164

Language

English

ISBN/ISSN

1053-1858

Classification

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Content Type

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Media Type

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Carrier Type

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Edition

Volume 22 Issue 1 January 2012 p. 143-164

Subject(s)

Management
Leadership
Information

Specific Detail Info

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Statement of Responsibility

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