Integrated public leadership, follower job satisfaction and self-perceived performance

This study develops a concept of integrated public leadership as a global concept, and as a multifaceted construct for the first time in the Dubai and United Arab Emirates context. Integrated public leadership combines eight... [ view full abstract ]

This study develops a concept of integrated public leadership as a global concept, and as a multifaceted construct for the first time in the Dubai and United Arab Emirates context. Integrated public leadership combines eight public leadership roles articulated in recent literature, as performed by managers at all levels within the government hierarchy. The eight public leadership roles are: accountability, rule-following, political loyalty, network governance, task-orientated, relations-orientated, change-orientated and diversity-orientated -leadership. Data is gathered via a survey of over 1100 public employees in Dubai government agencies. Findings from the empirical analysis suggest that integrated public leadership has a significant positive effect on job satisfaction and on self-perceived performance of direct-report employees. Self-perceived performance is also a partial mediator between integrated public leadership and job satisfaction. Limitations of the study and implications for future research are discussed.