Creating public value in frontline teams: an empirical exploration of shared leadership behaviour by frontline officials

Abstract

In this study, we aim to provide insight into the way in which frontline officials in teams employ leadership behaviour aimed at creating public value.We conducted 29 in-depth semi-structured narrative interviews with frontline officials and their direct supervisors from three teams in Dutch public organizations, to identify shared leadership behaviours used to stimulate decision-making based on a shared meaning of public value and to facilitate work processes that enable public value creation.Based on these findings, we formulate propositions to further study shared leadership mechanisms by frontline officials, and we point out recommendations to stimulate leadership within frontline teams.

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