Are Transformational and Transactional Types of Leadership Compatible? A Two-Wave Study of Employee Motivation
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Are Transformational and Transactional Types of Leadership Compatible? A Two-Wave Study of Employee Motivation. / Nielsen, Poul Aaes; Boye, Stefan; Holten, Ann-Louise; Jacobsen, Christian Bøtcher; Andersen, Lotte Bøgh.
I: Public Administration, Bind 97, Nr. 2, 2019, s. 413-428.Publikation: Bidrag til tidsskrift › Tidsskriftartikel › Forskning › fagfællebedømt
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TY - JOUR
T1 - Are Transformational and Transactional Types of Leadership Compatible? A Two-Wave Study of Employee Motivation
AU - Nielsen, Poul Aaes
AU - Boye, Stefan
AU - Holten, Ann-Louise
AU - Jacobsen, Christian Bøtcher
AU - Andersen, Lotte Bøgh
PY - 2019
Y1 - 2019
N2 - Transformational and transactional leadership strategies have become prominent in public administration research, but it is unclear whether they are compatible or whether they could undermine each other. We examine the combined and interactive effects of transformational and three types of transactional leadership (contingent verbal rewards, material rewards, and sanctions) on employee work motivation, conceptualized as work engagement and intrinsic motivation. Panel analyses using repeated measures of 385 leaders and 3,797 employees show that transformational leadership and contingent verbal rewards increased employee motivation. However, simultaneous use of contingent material rewards undermined the benefits of transformational leadership. Thus, the motivational potential of service‐ or community‐oriented visions was undercut, when leaders also appealed to extrinsic material motives. This could help explain why financial incentives do not always have the expected benefits in public organisations. We therefore argue that research and practice should pay more attention to how different leadership strategies work in combination.
AB - Transformational and transactional leadership strategies have become prominent in public administration research, but it is unclear whether they are compatible or whether they could undermine each other. We examine the combined and interactive effects of transformational and three types of transactional leadership (contingent verbal rewards, material rewards, and sanctions) on employee work motivation, conceptualized as work engagement and intrinsic motivation. Panel analyses using repeated measures of 385 leaders and 3,797 employees show that transformational leadership and contingent verbal rewards increased employee motivation. However, simultaneous use of contingent material rewards undermined the benefits of transformational leadership. Thus, the motivational potential of service‐ or community‐oriented visions was undercut, when leaders also appealed to extrinsic material motives. This could help explain why financial incentives do not always have the expected benefits in public organisations. We therefore argue that research and practice should pay more attention to how different leadership strategies work in combination.
U2 - 10.1111/padm.12574
DO - 10.1111/padm.12574
M3 - Journal article
VL - 97
SP - 413
EP - 428
JO - Public Administration
JF - Public Administration
SN - 0033-3298
IS - 2
ER -
ID: 209113858