Seminal articles on organizational commitment in public organizations have assumed that employees reciprocate the attitudes of their peers, but recent studies suggest that the impact of managers’ organizational commitment on employees’ organizational commitment depends on how leaders convey...

The HRM literature argues that intended leadership practices can be perceived entirely different by employees, and that perceived practices are more likely to be related to performance than intended practices, because perceived practices are closer related with motivation and commitment. Using a...

Public management literature has often debated the usefulness of transactional leadership. Some scholars are concerned that transactional leadership strategies will harm public employees’ perceived competence (i.e. their self-efficacy), but in fact there are also arguments for the opposite...