Department of Political Science

Anders Valentin Bager

Crisis dynamics, leadership behavior, and employee outcomes in public organizations

Research output: Contribution to conferencePaperResearch

Standard

Crisis dynamics, leadership behavior, and employee outcomes in public organizations. / Kjeldsen, Anne Mette; Gregersen, Daniel Skov; Stennicke, Mette Grønborg et al.

2021. Paper presented at Danish Political Science Association: Annual Conference, Vejle, Denmark.

Research output: Contribution to conferencePaperResearch

Harvard

Kjeldsen, AM, Gregersen, DS, Stennicke, MG, Petersen, CL, Bager, AV, Jønsson, TF & Andersen, LB 2021, 'Crisis dynamics, leadership behavior, and employee outcomes in public organizations', Paper presented at Danish Political Science Association: Annual Conference, Vejle, Denmark, 28/10/2021 - 29/10/2021.

APA

CBE

Kjeldsen AM, Gregersen DS, Stennicke MG, Petersen CL, Bager AV, Jønsson TF, Andersen LB. 2021. Crisis dynamics, leadership behavior, and employee outcomes in public organizations. Paper presented at Danish Political Science Association: Annual Conference, Vejle, Denmark.

MLA

Kjeldsen, Anne Mette et al. Crisis dynamics, leadership behavior, and employee outcomes in public organizations. Danish Political Science Association: Annual Conference, 28 Oct 2021, Vejle, Denmark, Paper, 2021.

Vancouver

Kjeldsen AM, Gregersen DS, Stennicke MG, Petersen CL, Bager AV, Jønsson TF et al.. Crisis dynamics, leadership behavior, and employee outcomes in public organizations. 2021. Paper presented at Danish Political Science Association: Annual Conference, Vejle, Denmark.

Author

Bibtex

@conference{2d902176a1ae4a9bb63b82f357b961e5,
title = "Crisis dynamics, leadership behavior, and employee outcomes in public organizations",
abstract = "Examining how variations in crisis severity relate to public leaders{\textquoteright} and employees{\textquoteright} reactions in different phases of the COVID-19 crisis, this paper focuses on leadership behaviors and employee outcomes with relevance for citizen outcomes. We utilize panel data from surveys of employees in Danish police units, hospitals and assisted living facilities, while the crisis severity indicators (disease, citizen perceptions and government restrictions) are based on nationwide data and citizen surveys. When the crisis severity was high in the initial crisis phase, employees had higher public service motivation, user orientation and job satisfaction, and they experienced that their leader used more visionary transformational leadership. In the later phase, visionary transformational leadership was still perceived to be more prevalent, when the crisis was severe, while employees perceived less verbal transactional leadership and lower user orientation. Job satisfaction was still positively associated with the crisis severity. This implies that public leaders should be prepared to handle complex employee reactions when the next crisis happens.",
author = "Kjeldsen, {Anne Mette} and Gregersen, {Daniel Skov} and Stennicke, {Mette Gr{\o}nborg} and Petersen, {Cecilie Lindgaard} and Bager, {Anders Valentin} and J{\o}nsson, {Thomas Faurholt} and Andersen, {Lotte B{\o}gh}",
year = "2021",
language = "Dansk",
note = "null ; Conference date: 28-10-2021 Through 29-10-2021",
url = "https://dpsa.dk/",

}

RIS

TY - CONF

T1 - Crisis dynamics, leadership behavior, and employee outcomes in public organizations

AU - Kjeldsen, Anne Mette

AU - Gregersen, Daniel Skov

AU - Stennicke, Mette Grønborg

AU - Petersen, Cecilie Lindgaard

AU - Bager, Anders Valentin

AU - Jønsson, Thomas Faurholt

AU - Andersen, Lotte Bøgh

PY - 2021

Y1 - 2021

N2 - Examining how variations in crisis severity relate to public leaders’ and employees’ reactions in different phases of the COVID-19 crisis, this paper focuses on leadership behaviors and employee outcomes with relevance for citizen outcomes. We utilize panel data from surveys of employees in Danish police units, hospitals and assisted living facilities, while the crisis severity indicators (disease, citizen perceptions and government restrictions) are based on nationwide data and citizen surveys. When the crisis severity was high in the initial crisis phase, employees had higher public service motivation, user orientation and job satisfaction, and they experienced that their leader used more visionary transformational leadership. In the later phase, visionary transformational leadership was still perceived to be more prevalent, when the crisis was severe, while employees perceived less verbal transactional leadership and lower user orientation. Job satisfaction was still positively associated with the crisis severity. This implies that public leaders should be prepared to handle complex employee reactions when the next crisis happens.

AB - Examining how variations in crisis severity relate to public leaders’ and employees’ reactions in different phases of the COVID-19 crisis, this paper focuses on leadership behaviors and employee outcomes with relevance for citizen outcomes. We utilize panel data from surveys of employees in Danish police units, hospitals and assisted living facilities, while the crisis severity indicators (disease, citizen perceptions and government restrictions) are based on nationwide data and citizen surveys. When the crisis severity was high in the initial crisis phase, employees had higher public service motivation, user orientation and job satisfaction, and they experienced that their leader used more visionary transformational leadership. In the later phase, visionary transformational leadership was still perceived to be more prevalent, when the crisis was severe, while employees perceived less verbal transactional leadership and lower user orientation. Job satisfaction was still positively associated with the crisis severity. This implies that public leaders should be prepared to handle complex employee reactions when the next crisis happens.

M3 - Paper

Y2 - 28 October 2021 through 29 October 2021

ER -