Abstract The literature on public accountability is extensive but overwhelmingly focuses on accountability of organizations. Yet, accountability mechanisms can function properly only when individuals believe that they will be held accountable in the future. This article bridges that gap by translating and extending the psychological concept of “felt accountability” to the public administration scholarship. The particular context of accountability in public organizations requires us to integrate knowledge about (1) the diverse professional roles of public sector employees, (2) the saliency and authority of various and multiple account holders, and (3) the substance of the accountability demands. The current article integrates this contextual knowledge with an individual perspective on accountability. This effort represents an important contribution to public accountability literature, as it allows scholars to properly understand the consequences of psychological insights about accountability for the public sector, and to adequately translate psychological insights and recommendations to a public accountability context.
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