International Journal of Public Sector Management

Van Wart, Montgomery; Macaulay, Michael; Haberstroh, Katie

2022 International Journal of Public Sector Management

doi: 10.1108/ijpsm-03-2022-0071

This article investigates the leadership style of Jacinda Ardern, Prime Minister of Aotearoa New Zealand. It uses the model of Social Change Leadership (SCL) to evaluate her approach to leadership as well as some notable successes and failures of her premiership.Design/methodology/approachThe article adopts a grounded theory approach in which five increasingly refined research iterations were conducted to detect and articulate patterns of significance (Strauss and Corbin, 1997). Ultimately, the team selected 19 leadership examples to be cross referenced with the SCL model.FindingsThe article finds that in terms of leadership style Ardern corresponds closely to the SCL framework. The 19 examples show clusters of behavior that clearly denote a SCL constellation in terms of her approach. It also finds, however, that in terms of performance goals there is a less clear picture with less coherence to the framework. These findings in turn point to an interesting potential tension in the SCL model that has hitherto not been acknowledged.Originality/valueThe article is the first of its kind to apply SCL to a major global political leader. It is the first structured, academic assessment of Ardern's leadership. It adds a theoretical contribution to ongoing discussions on the efficacy and utility of the SCL framework.

Dash, Sanket Sunand; Gupta, Rajneesh; Jena, Lalatendu Kesari

2022 International Journal of Public Sector Management

doi: 10.1108/ijpsm-02-2022-0046

Public service motivation (PSM), among actual and prospective employees in the public sector, lead to positive work outcomes. However, there is limited integration of PSM with existing motivational theories, especially self-determination theory (SDT). The impact of destructive leadership styles on PSM is also understudied. The study aims to fill the gap.Design/methodology/approachThe study used a cross-sectional survey of 693 public sector officials employed in Indian Railways to test the hypotheses. PLS-SEM was used for the analysis. The study found that fulfillment of basic psychological needs (BPN) at work leads to improved PSM while BPN partially mediates the positive/negative effect of constructive/destructive leadership styles like servant/autocratic leadership on employees' PSM.FindingsAutocratic/servant leadership was negatively/positively and significantly related to PSM and to all three BPN needs. Servant leadership was found to be positively and significantly related to all three BPN needs, while the BPN needs partially mediated the relationship between servant leadership and PSM.Research limitations/implicationsThe study identifies servant leadership as a driver of PSM and suggests that managers employed in public sector establishments should be trained to be less autocratic and more attuned to subordinates' needs. The baneful impact of autocratic leadership on employee PSM is highlighted. The cross-sectional nature of study makes it susceptible to common-method bias. The sample was limited to a single country. Future longitudinal and experimental studies based on samples drawn from multiple countries can yield more robust results.Originality/valueThe study advances the integration of PSM with SDT by identifying PSM with introjected motivation. It is also the first study to link destructive leadership styles with a reduction in employees' PSM. It identifies a counterintuitive, negative relationship between competence need satisfaction and PSM in the Indian public sector.

Jamil, Ishtiaq; Hossain, Akram

2022 International Journal of Public Sector Management

doi: 10.1108/ijpsm-03-2022-0087

Theoretically, both democ/ratic legitimacy and government capacity are necessary for successful crisis management, like the COVID-19 pandemic. The authors argue that there are important variations for pandemic management in the developed and democratic world. However, are these equally needed in the developing world where democracy and capacity are present in varying degrees and in some countries with a vast deficit? This article analyzes how legitimacy and capacity affect citizens' satisfaction with the pandemic management in South Asia.Design/methodology/approachThe study is based on a survey of 3,423 randomly selected respondents from Facebook users in South Asia. The survey data are presented and discussed along with information derived from secondary sources to put the data in the broader context of the South Asian countries. The authors apply ordinary linear regression for statistical analysis.FindingsThe findings suggest that citizens are content with the performance of government institutions in COVID-19 management. They emphasize material well-being, such as relief provisions and financial incentives during the crisis period. They are, however, less concerned about the legitimacy dimension, although democracy in South Asia is flawed with excessive restrictions on public freedom during the pandemic. The contradictory findings may be due to the public orientation towards authoritarian culture and their preference for strongman rule in crisis management.Practical implicationsThe governments in South Asia may systematically use army and police forces to manage crises as people are more satisfied with their performance during COVID-19 management.Originality/valueThis is the first time data across South Asia have been collected and analyzed about crisis management.

Mkasiwa, Tausi Ally

2022 International Journal of Public Sector Management

doi: 10.1108/ijpsm-10-2021-0238

This study examines the controversial success of the International Public Sector Accounting Standards (IPSAS) accrual implementation, using the case of Tanzania.Design/methodology/approachInterviews, documentary reviews and observations were used for data collection. This study draws on the spectacle theory for data analysis.FindingsThe findings demonstrate that IPSAS accrual was a spectacle during its production and consumption. The features and forms of the spectacle were revealed in IPSAS accrual during its production and affirmed by actors during its consumption. Further affirmation of IPSAS accrual as the spectacle was revealed through communication of good news and the hiding of bad news. The outcome was the alleged roles of IPSAS accrual.Research limitations/implicationsThe study is limited as it was conducted in only one country. The controversial success is global and calls for further research in other parts of the world.Practical implicationsThe International Monetary Fund should stop recommending implementation of IPSAS accrual along with cash basis as the two systems are incompatible. Moreover, government officials should have alternative thinking presenting a different view of the world, so as to avoid being passive, and focus on reality rather than appearance.Originality/valueThis study is the first to explain the controversial success of IPSAS accrual implementation. It demonstrates the usefulness of spectacle theory in the field of accounting research, especially in the context of reform implementation. Moreover, this study confirms that IPSAS accrual is a spectacle (Uddin et al., 2011).