Efficiency, Incentives, and Transformational Leadership: Understanding Collaboration Preferences in the Public Sector

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Public Performance & Management Review
ISSN: 1530-9576 (Print) 1557-9271 (Online) Journal homepage: http://www.tandfonline.com/loi/mpmr20
Efficiency, Incentives, and Transformational
Leadership: Understanding Collaboration
Preferences in the Public Sector
Jesse W. Campbell
To cite this article:
Jesse W. Campbell (2018) Efficiency, Incentives, and Transformational
Leadership: Understanding Collaboration Preferences in the Public Sector, Public Performance &
Management Review, 41:2, 277-299, DOI: 10.1080/15309576.2017.1403332
To link to this article: 
 https://doi.org/10.1080/15309576.2017.1403332
Published online: 17 Jan 2018.
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PUBLIC PERFORMANCE & MANAGEMENT REVIEW 
2018, VOL. 41, NO. 2, 277–299 
https://doi.org/10.1080/15309576.2017.1403332 
Efficiency, Incentives, and Transformational Leadership: 
Understanding Collaboration Preferences in the Public 
Sector 
Jesse W. Campbell 
Incheon National University
ABSTRACT 
In the public sector, participant attitudes are an important 
determinant of the success of inter-organizational collaboration 
initiatives. In this study, a model of employee willingness to 
collaborate is proposed in which the influence of transforma-
tional leadership is determined in part by the performance 
orientation of the organizational context in which it is enacted. 
The theoretical model is tested empirically using survey data 
collected from public employees in South Korea and regression- 
based Monte Carlo simulation. The analysis suggests that the 
effect of transformational leadership is amplified by an 
organization’s emphasis on internal efficiency and its use of 
performance-based incentives, factors that themselves have 
independent positive and negative effects, respectively, on 
attitudes about collaboration. This study links transformational 
leadership to an increasingly necessary process in the public 
sector and highlights its context-dependent influence. Implica-
tions of the findings are discussed, including the notion that the 
efficacy of tactics adopted to support inter-organizational 
collaboration may be a function of their consistency with the 
realities of established organizational policies and processes.