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Post New Public Management: Exploring the links between shared accountability and transversal leadership
16 references·0 citing·52 second hop
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References

  • 2012WHY EMPLOYEES DO BAD THINGS: MORAL DISENGAGEMENT AND UNETHICAL ORGANIZATIONAL BEHAVIOR1,159 cited
  • 2014Empowering leadership, uncertainty avoidance, trust, and employee creativity: Interaction effects and a mediating mechanism361 cited
  • 2012Revisiting the mediating role of trust in transformational leadership effects: Do different types of trust make a difference?311 cited
  • 2015Communication and trust are key: Unlocking the relationship between leadership and team performance and creativity269 cited
  • 2013The effect of authentic leadership on employee trust and employee engagement268 cited
  • 2014The dynamics of shared leadership: Building trust and enhancing performance.248 cited
  • 2012Post-NPM and changing public governance157 cited
  • 2014Moral disengagement as a mechanism between perceptions of organisational injustice and deviant work behaviours97 cited
  • 2014Multi-level Organizational Moral Disengagement: Directions for Future Investigation65 cited
  • 2014Linking Human Resources Motivation to Organizational Climate64 cited
  • 2016Forgoing New Public Management and Adopting Post‐New Public Management Principles: The On‐Going Civil Service Reform in Israel64 cited
  • 2012Multiprofessional Cooperation and Accountability Pressures60 cited
  • 2008The Limits of Post‐New Public Management and Beyond54 cited
  • 2015

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Réinventer le travail par la participation. Actualité nouvelle d’un vieux débat
51 cited
  • 2016Post-New Public Management: a new administrative paradigm for China?51 cited
  • 2007Les dynamiques de la confiance dans les relations interorganisationnelles48 cited
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