Chair of Business Psychology and Leadership
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- Article (36)
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- Public value (15)
- Common good (6)
- Purpose (6)
- Leadership (5)
- Gemeinwohl (4)
- Job satisfaction (4)
- Leipziger Führungsmodell (3)
- Work engagement (3)
- Basic needs (2)
- COVID-19-Pandemie (2)
Institute
Since the seminal work by Hackman and Oldham (1975) there has been a growing body of literature demonstrating how work characteristics can positively both organizations and their employees. While the very nature of the task or job at hand is well explored, insufficient attention has been given to the social and cultural context in which the work is done (Spreitzer & Cameron, 2012). Based on Meynhardt’s public value approach (2009, 2015), we investigate whether organizational public value acts as an additional work characteristic in the Job Characteristics Model (JCM), thus extending the model. Specifically, we theorize that organizational public value is an additional unique resource for employees and social context work characteristic in the JCM that is positively related to employees work engagement. Additionally, our study analyzes that the positive relationship between the work characteristics, including organizational public value, and work engagement is mediated by self-efficacy. Moreover, we analyze whether employees working in industries with a public focus integrated into their core business will experience higher levels of public value in their jobs than employees in other industries. To test our hypotheses, we conducted a representative online survey in different public and non-public organizations in Switzerland (N = 949). Overall, the results support our hypotheses and contribute to close the gap by taking social context factors into the JCM and to reveal processes between the macro-level (organizational public value, work characteristics) and micro-level (employees work experience). Further theoretical and practical implications as well as future research avenues are discussed in the paper.
Der Flughafen Leipzig/Halle
(2024)
Public value and work
(2024)
This cumulative dissertation, which consists of three empirical papers, one book chapter and an introductory framework paper, aims to enhance the understanding of the common good concept within an organisational context, focusing specifically on the employee level. Making use of Meynhardt’s public value approach (2009, 2015), the main objective is to identify the relationship between public value orientation and positive psychology, and to examine the relationship’s effects on individual, organisational and societal outcomes. Incorporating multiple studies, the dissertation theoretically discusses and empirically analyses to examine how employees and society perceive the organisational public value orientation and how these perceptions affects different facets of their behaviour. By leveraging psychologically established models, the relationship between organisational public value and relevant psychological constructs is explored and substantiated. In addition, this dissertation utilises the empirical results to elaborate the practical relevance for managers and organisations.
The complexity of the public value discussion has hindered the development of consensual measurement guidelines for use in public administration practice. This article explores the use of the cost-benefit analysis (CBA) framework in the transportation sector and considers its relevance in assessing public value. A case study is presented on the reconfiguration of a public transport network in the municipality of Arganil, Portugal. The CBA did not fully capture the effects of the network reconfiguration, demonstrating its limitations in assessing public value.
The Leipzig Leadership Model
(2023)
Published at HHL Leipzig Graduate School of Management in 2016, the Leipzig Leadership Model (LLM) postulates a framework of good leadership. Building on a basic-need centric persperctive, the LLM takes a novel approach in response to the continuously intensifying call for integrative theories across leadership research. Consequently, leadership is no longer conceptualized along often reductionistic dichotomies of, e.g., task vs. people, or leadership vs. management. Instead, the LLM defines leadership through its contribution. As such contributions are subjectively percieved along basic need-dimensions, the LLM is able to theoretically derive holicity for its conceptualisation of leadership’s role. This dissertation encompasses two empirical papers as well as one teaching case study aimed to foster the LLM’s applicability in research, practice, and teaching. To that end, my co-authors and I not only developed and validated a LLM-based scale in both a German and an English version, but further tested the real-world micro-level impact of subjective employees’ perceptions of their own organization’s contribution to society with regards to its capacity of fostering flow experience in a longitudinal design. Finally, a teaching case study was designed in order to illustrate and showcase real-world implications of applying a LLM-perspective to leadership utilizing the 2015 scandal surrounding the Volkswagen AG and international emission controls specifically in diesel motors.
Purpose
In public management research, the focus in the public value debate has been on public administration organizations’ broader societal outcomes. Public value describes how public administrations form a vital part of the social context in which people develop and grow. However, there has not yet been an analysis of how public administration contributes to happiness in society.
Design/methodology/approach
In this study, we empirically analyze the relationship between people’s happiness and the public value of public administration. Our approach is based on a unique Swiss survey dataset comprising 870 individuals.
Findings
We find a positive relationship between public administration’s public value and happiness. We also find preliminary evidence with a moderation analysis that the relationship between a value-creating public administration sector and self-reported happiness is stronger for public administration employees.
Research limitations/implications
While correlation studies cannot claim causal explanations and common method bias may additionally limit any research in social science, we took a number of measures to mitigate related problem. We tested our model in two samples and took both several procedural techniques and a survey design minimizing common method bias.
Practical implications
The paper discusses implications for public sector performance measurement for public management and practitioners.
Social implications
This study calls for a more positive view on the multiple functions public administration performs for society. After an era of critical voices, our study helps reclaim public administration as a positive force for society at large in times of grand challenges, such as climate crisis, demographics and digitization.
Originality/value
This study has highlighted the importance between public administration’s public value and happiness in Swiss public service organizations. The study also showed that an employment in the public administration contributes to the happiness of individuals and beyond to society.
This case portraits the events leading up to the notice of violation issued against the Volkswagen AG by the US Environmental Protection Agency on September 18, 2015. Following the discussion of two fictional students working on a class assignment at HHL Leipzig Graduate School of Management, it portraits a systemic understanding of legal, ecological, technological, and organizational contexts of leadership within Volkswagen at the heart of the largest automotive scandal in recent history.
The purpose of this study is to explore the role of Public Service Media (PSM) in supporting the Sustainable Development Goals 18 (Communication for All), from facilitating dialogue within community to acting as a critical watchdog over business and government. We look to issues of public value theory and performance measurement with a view to strengthening PSM’s role toward remaining strong arbiters of SDG18.
Führen im Anthropozän
(2023)
»Too little too late« – so lautet die alarmierende Einschätzung der Earth4All-Initiative zum Ausmaß und zur Geschwindigkeit, mit der gegenwärtig die großen ökologischen Herausforderungen unserer Zeit angegangen werden. Die ökologische Frage tritt heute spürbar in den Vordergrund. Naturkatastrophen, Artensterben und die Häufung von Extremwetterereignissen machen uns klar: Die Klimakrise ist keine abstrakte Größe mehr, niemand kann die Augen davor verschließen. Damit verbunden sind auch neue Fragen von Gleichheit und Ungleichheit der individuellen und kollektiven Lebenschancen. Wie werden Lasten zwischen unterschiedlichen Bevölkerungsgruppen und den Generationen verteilt? Wer profitiert von sozialen Ungleichheiten aufgrund der Klimakrise? Und vor allem: Wer verliert?