Leadership, culture and performance: The case of the New Zealand public sector

  • Parry K
  • Proctor-Thomson S
  • 36


    Mendeley users who have this article in their library.
  • N/A


    Citations of this article.


Using comparative structural equation modelling, the present study attempts to test hypothesised relationships between manifestations of leadership, culture type and effectiveness in the public sector. Two consecutive national leadership surveys were conducted to investigate organisational factors that are relevant to the pressing management issues present in the uncertain and turbulent environment of today's public sector. Measured constructs include transformational/transactional organisational culture, climate for innovation, individual transformational leadership, team transformational leadership, and team and organisational outcomes. Support was found for the indirect and direct effects of transformational leadership on outcomes through its influence on transformational/ transactional culture and climate for innovation. Implications for leader development and for the development of productive cultures are considered. [ABSTRACT FROM AUTHOR]

Get free article suggestions today

Mendeley saves you time finding and organizing research

Sign up here
Already have an account ?Sign in

Find this document


  • Ken Parry

  • Sarah Proctor-Thomson

Cite this document

Choose a citation style from the tabs below

Save time finding and organizing research with Mendeley

Sign up for free