Based on data drawn from the Office of Personnel Management’s Federal Human Capital Survey, as well as from data provided in written interviews, this study offers empirical evidence that followership mediates the relationship that exists between participative leadership and public organization performance.
AdairR. (2008). Developing great leaders, one follower at a time. In RiggioR. E.ChaleffI.Lipman-BlumenJ. (Eds.), The art of followership: How great followers create great leaders and organizations (pp. 137-153). San Francisco, CA: Jossey-Bass.
2.
AngleH.PerryJ. (1981). An empirical assessment of organizational commitment and organizational effectiveness. Administrative Science Quarterly, 26, 1-14.
3.
BaronR. M.KennyD. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51, 1173-1182.
4.
BjugstadK.ThachE. C.ThompsonK. J.MorrisA. (2006). A fresh look at followership: A model for matching followership and leadership styles. Journal of Behavioral and Applied Management, 7, 304-319.
5.
BlanchardA. L.WelbourneJ.GilmoreD.BullockA. (2009). Followership styles and employee attachment to the organization. The Psychologist-Manager Journal, 12, 111-131.
6.
BluestoneB.BluestoneI. (1992). Negotiating the future: A labor perspective on American business. New York, NY: Basic Books.
7.
BrewerG. A.SeldenS. C. (2000). Why elephants gallop: Assessing and predicting organizational performance in federal agencies. Journal of Public Administration Research and Theory, 10, 685-711.
8.
BrownA. (2003). The new followership: A challenge for leaders. Futurist, 37(2), 68.
9.
CallahanR. E.FleenorC. P.KnudsonH. R. (1986). Understand organizational behavior: A managerial viewpoint. Columbus, OH: Merrill Publishing Company.
10.
CarstenM. K.Uhl-BienM.WestB. J.PateraJ. L.McGregorR. (2010). Exploring social construction of followership: A qualitative study. The Leadership Quarterly, 21, 543-562.
11.
ChoiS.RaineyH. (2010). Managing diversity in U.S. federal agencies: Effects of diversity and diversity management on employee perceptions of organizational performance. Public Administration Review, 70, 109-121.
12.
ChunY. H.RaineyH. (2005). Goal ambiguity and organizational performance in U.S. federal agencies. Journal of Public Administration Research and Theory, 15, 1-30.
13.
CottonJ. L.VollrathD. A.FroggattK. L.Lengnick-HallM. L.JenningsK. R. (1988). Employee participation: Diverse forms and different outcomes. Academy of Management Review, 13, 8-22.
14.
CrossR.ParkerA. (2004). The hidden power of social networks. Boston, MA: Harvard Business School Publishing.
15.
DamenB.van OudheusdenK.vandeKerkhofT. (2007). The art of following. European Business Forum, 30(Autumn), 1-4.
16.
DePreeM. (1992). Leadership jazz. New York, NY: Doubleday Publishing.
DollingerM. J.GoldenP. A. (1992). Interorganizational and collective strategies in small firms: Environmental effects and performance. Journal of Management, 18, 695-715.
19.
DowdS. B.BolusN. E. (1998). Stress resulting from change and restructuring: A cognitive approach. Family & Community Health, 21(2), 70-78.
20.
DundisS.BensonS. (2003). Building more effective virtual teams: An examination of the task variable in online group problem solving. International journal on e-learning, 2(4), 24-38.
21.
FletcherJ. K. (2004). The paradox of postheroic leadership: An essay on gender, power, and transformational change. The Leadership Quarterly, 15, 647-661.
22.
FollettM. (1949). The essentials of leadership. In UrwickL. (Ed.), Freedom and co-ordination: Lectures in business organization by Mary Parker Follett (pp. 47-60). London, England: Management Publications Trust, Ltd.
GilbertG. R.HydeA. C. (1988). Followership and the federal worker. Public Administration Review, 48, 962-968.
25.
GoffeeR.JonesG. (2006). The art of followership. European Business Forum, 25(Summer), 22-26.
26.
GreeneJ. C.CaracelliV. J.GrahamW. F. (1989). Toward a conceptual framework for mixed-method evaluation design. Educational Evaluation and Policy Analysis, 11, 255-274.
27.
Grundstein-AmanoR. (1999). Bilateral transformational leadership: An approach for fostering ethical conduct in public service organizations. Administration & Society, 31, 247-260.
28.
HamiltonL. C. (2009). Statistics with STATA: Updated for version 10. Bermont, CA: Cengage Learning.
29.
HansenT. L.Jr. (1987). Management’s impact on first line supervisor effectiveness. SAM Advanced Management Journal, 52(1), 41-45.
30.
HarterJ. K. (2001, March15). Taking feedback to the bottom line. Gallup Management Journal, p. 3.
31.
HarterJ. K.SchmidtF. L.HayesT. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87, 268-279.
32.
HellerT.Van TilJ. (1982). Leadership and followership: Some summary propositions. The Journal of Applied Behavioral Science, 18, 404-414.
33.
HirschhornL. (1990). Leaders and followers in a postindustrial age: A psychodynamic view. The Journal of Applied Behavioral Science, 26, 529-542.
34.
HuangX.IunJ.LiuA.GongY. (2010). Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non-managerial subordinates. Journal of Organizational Behavior, 31, 122-143.
35.
JacksonS. E. (1983). Participation in decision-making as a strategy for reducing job-related strain. Journal of Applied Psychology, 68, 3-19.
36.
KelleherC. A.YackeeS. W. (2009). A political consequence of contracting: Organized interests and state agency decision making. Journal of Public Administration Research and Theory, 19, 579-602.
37.
KellermanB. (2007). What every leader needs to know about followers. Harvard Business Review, 85(12), 84-91.
38.
KelleyR. E. (1988). In praise of followers. Harvard Business Review, 66(6), 142-148.
39.
KelleyR. E. (1992). The power of followership: How to create leaders people want to follow and followers who lead themselves. New York, NY: Doubleday Currency.
40.
KurubacakG. (2007). Identifying research priorities and needs in mobile learning technologies for distance education: A Delphi study. International Journal of Teaching & Learning in Higher Education, 19, 216-227.
41.
LamS. S. K.ChenX.-P.SchaubroeckJ. (2002). Participative decision making and employee performance in different cultures: The moderating effects of allocentrism/idiocentrism and efficacy. The Academy of Management Journal, 45, 905-914.
42.
LeanaC. R. (1986). Predictors and consequences of delegation. Academy of Management Journal, 29, 754-774.
43.
LeanaC. R. (1987). Power relinquishment versus power sharing: Theoretical clarification and empirical comparison of delegation and participation. Journal of Applied Psychology, 72, 228-233.
44.
LockeE. A.FerenD. B.McCalebV. M.ShawK. N.DennyA. T. (1980). The relative effectiveness of four methods of motivating employee performance. InDuncanK. D.GrunebergM. M.WallisD. (Eds.), Changes in working life (pp. 363-388). Chichester, UK: Wiley.
45.
McCrackenM. J.McIlwainT. F.FottlerM. D. (2001). Measuring organizational performance in the hospital industry: An exploratory comparison of objective and subjective methods. Health Services Management Research, 14, 211-219.
46.
MontorKarel (1998). Naval Leadership: Voices of Experience (2nd ed.). Annapolis, MD: United States Naval Institute.
47.
MoynihanD.WrightB.PandeyS. (2012). Working within constraints: Can transformational leaders alter the experience of red tape?International Public Management Journal, 15, 315-336.
48.
OspinaS.Uhl-BienM. (2012). Mapping the terrain: Convergence and divergence around relational leadership. InUhl-BienM.OspinaS. (Eds.), Advancing relational leadership research: A dialogue among perspectives (pp. xix-xlvii). Charlotte, NC: Information Age Publishing.
49.
PerrinT. (2003). Working today: Understanding what drives employee engagement: The 2003 Towers Perrin talent reportNew York, NY: Author.
50.
PetersonD. E.HillkirkJ. (1991). A better idea: Redefining the way American companies work. Boston, MA: Houghton-Mifflin.
51.
PowellT. C. (1992). Organizational alignment as competitive advantage. Strategic Management Journal, 13, 119-134.
52.
RaadscheldersJ. (2011). Public administration: The interdisciplinary study of government. Oxford, UK: Oxford University Press.
53.
Rabe-HeskethS.SkrondalA. (2008). Multilevel and longitudinal modeling using Stata (2nd ed.). College Station, TX: Stata Press.
54.
RahnW.ThomasJ. R. (2005). A tale of trust in American cities. Public Opinion Quarterly, 69, 530-560.
55.
RaudenbushS. W.BrykA. S. (2002). Hierarchical linear models: Applications and data analysis methods. London, England: Sage.
56.
RubinH. J.BurinI. S. (2005). Qualitative interviewing: The art of hearing data. Thousand Oaks, CA: Sage.
57.
SeidmanI. (2006). Interviewing as qualitative research: A Guide for researchers in education and the social sciences. New York, NY: Teachers College Press.
58.
SomechA. (2005). Directive versus participative leadership: Two complementary approaches to managing school effectiveness. Educational Administration Quarterly, 41, 777-800.
59.
SteenbergenM. S.BradfordS. J. (2002). Modeling multilevel data structures. American Journal of Political Science, 46, 218-237.
60.
TannenbaumR.SchmidtW. (1958). How to choose a leadership pattern. Harvard Business Review, 36(2), 95-101.
61.
TanoffG. F.BarlowC. B. (2002). Leadership and followership: Same animal, different spots?Consulting Psychology Journal: Practice and Research, 54, 157-167.
62.
TrochimW. M. K. (2001). The research methods knowledge base (2nd ed.). Mason, OH: Atomic Dog Publishing.
63.
U.S. Merit Systems Protection Board. (2008). Improving agency outcomes: The power of federal employee engagement. Washington, DC: Author.
64.
U.S. Office of Personnel Management. (2008). Federal human capital survey. Washington, DC: Author.
65.
VanceR. J. (2006). Employee engagement and commitment: A guide to understanding, measuring and increasing engagement in your organization. Society for human resource management. Alexandria, VA: SHRM Foundation.
66.
Van VugtM.HoganR.KaiserR. B. (2008). Leadership, followership, and evolution: Some lessons from the past. American Psychologist, 63(3), 182-196.
67.
Van WartM. (2005). Dynamics of leadership in public service. Armonk, NY: M.E. Sharpe.
68.
Van WartM. (2013). Lessons from leadership theory and the contemporary challenges of leaders. Public Administration Review, 73, 553-563.
69.
VenkatramanN.RamanujamV. (1987). Measurement of business economic performance: An examination of method convergence. Journal of Management, 13, 109-122.
70.
VroomV. H.JagoA. G. (1988). The new leadership: Managing participation in organizations. Englewood Cliffs, NJ: Prentice Hall.
71.
WagnerJ. A. (1994). Participation’s effects on performance and satisfaction: A reconsideration of research evidence. Academy of Management Review, 19, 312-330.
72.
WanousJ. P.ReichersA. E. (1996). Estimating the reliability of a single-item measure. Psychological Reports, 78, 631-634.
73.
WeickK. (1995). Sensemaking in organizations. Thousand Oaks, CA: Sage.
74.
WilliamsG. A.MillerR. B. (2002). Change the way you persuade. Harvard Business Review, 80(5), 65-73.
75.
YangK.KassekertA. (2010). Linking management reform with employee job satisfaction: Evidence from federal agencies. Journal of Public Administration Research and Theory, 20, 413-436.
76.
YuklG. (2009). Leadership in organizations (7th ed.). Upper Saddle River, NJ: Prentice Hall.
