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AbstractRegulatory Impact Assessments (RIAs) are being diffused progressively throughout the world following the recommendations of international organizations. Research has shown that the diffusion of RIA has not produced convergence in actual practices, particularly in developing countries, due to political forces at work in domestic contexts or the available organizational capacities. The Organisation for Economic Co‐operation and Development (OECD) has recently recommended that the Brazilian federal government adopt RIA. This article evaluates how contextual variables, specifically political and organizational ones, influence RIA adoption in Brazil. It is based on field research consisting of semi‐structured interviews with the main stakeholders of the Brazilian regulatory framework. The research explored RIA concept familiarity among stakeholders, the bureaucratic context, the policy process, pivotal stakeholders' standpoints in adopting RIA, and available organizational capacities. Contrary to previous studies in developing countries, the research reveals that strong organizational capacities are not a sufficient factor for successful diffusion of RIA, because political variables can influence divergence among agencies in future RIA practices.

AbstractRecent theories of public administration emphasize the importance of leadership as shared property. This research focuses on the role of the interaction between vertical and shared leadership in promoting agency performance. Specifically, it examines the joint effects of shared leadership and transformational leadership on team empowerment and performance in public settings. Based on field study data collected from 74 street‐level bureaucracies and 423 public servants in Brazil, we find evidence that vertical transformational leadership strengthens the direct relationship between shared leadership and team empowerment as well as the indirect relationship between shared leadership and school performance through team empowerment (a moderated‐mediation model). The findings of this study suggest that greater attention should be paid to the dynamics of shared and vertical leadership structures to better understand their consequences for team processes and outcomes in public settings.

Purpose
The purpose of this paper is to propose and test a model to examine how the active management of work-family boundary strength acts as behavioral mechanism through which role-based factors – role demands and role identity – influence the conflict experienced by individuals.


Design/methodology/approach
Three studies were conducted to examine the proposed model. Studies 1 and 2 used an experimental design to test the causal effects of role demands on the strength of work and family boundaries, whereas Study 3 surveyed 389 working professionals to test the interactional and mediating effects of the model variables on inter-role conflict.


Findings
Results suggest that increasing demands in one domain weaken the boundary strength around the cross-domain to make resource drain possible, which, in turn, increases the conflict experienced in that domain; moreover, results show that work identity reinforces the weakening of the boundary strength at home caused by increasing work demands.


Research limitations/implications
The study of boundary management decisions as an underlying mechanism through which individuals' role-based factors affect work-family conflict (WFC) can offer new insights into how to manage increasing work-family responsibilities.


Practical implications
This study findings can help individuals to cope with role demands and organizations to promote a culture that supports work-family balance.


Originality/value
This paper advances WFC research by examining alternative mechanisms through which role demands influence WFC. Methodologically, the research improves on past studies by bringing together experimental and correlational designs.

PurposeThe purpose of this study is to examine and compare the effects of emotional and task conflict on team performance and member satisfaction in two distinct cultures, Brazil and The Netherlands.Design/methodology/approachA survey with 366 team members and interviews with 20 team managers were conducted. To analyse data and test the proposed hypotheses, hierarchical regression analyses were used.FindingsFindings suggest that cultural differences between these two countries not only influence the way intragroup conflict is experienced, but also its impact on members' satisfaction and group performance. In Brazil, emotional and task conflict were both negatively associated with individuals' satisfaction and perceived team performance, while in The Netherlands no significant relationships were found between both types of conflict and team performance.Research limitations/implicationsSeveral limitations of this research must be recognized: the use of self‐report measures that may have some inherent social desirability bias; and the use of linear regressions to test relationships that may be non‐linear.Practical implicationsThis paper shows that managers need to focus on differentiating emotional and task conflict and find ways to seize the potential of task‐related conflicts.Originality/valueThe paper sheds light on how culture influences intragroup conflict and its impact on team outcomes, enlightening the role of cultural context in conflict research.

SUMMARYThe growth of the nonprofit sector in Brazil has been conceptually similar to that of the Anglo‐Saxon Third Way, where the government promotes the creation of partnerships with civil society. This process has been criticized for creating a "manufactured civil society". This study will investigate whether the same pattern can be observed in the Brazilian context, particularly within the Management Shock Reform implemented by Minas Gerais, one of the principal Brazilian states. Management Shock is guided by a governmental partnership discourse that promotes contractual partnerships with both businesses and nonprofits. We opted for a bottom‐up oriented research approach, aiming to comprehend the rationale for initiating and sustaining the partnerships revealed in the narratives that emerged from both government and nonprofit partners. Data were collected through semistructured interviews and content analysis of documents and the media. Results show the predominance of agency‐type partnerships, highlighting the centrality of the government and its techno‐bureaucratic role in fostering and maintaining Organização da Sociedade Civil de Interesse Público or Civil Society Organization of Public Interest designs. Differing from the Anglo‐Saxon context, we observed the "invasion" of market‐driven values in nonprofits and, to some extent, in government narratives. Copyright © 2011 John Wiley & Sons, Ltd.

Os processos cognitivos da tomada de decisão ética têm sido objeto de estudo de diversas pesquisas interessadas em compreender o que motiva os executivos a tomar as decisões eticamente questionáveis. A negociação é uma das práticas empresariais mais interessantes para estudar a honestidade e a ética, uma vez que é central a todas as interações humanas e rica em dilemas éticos. Esta pesquisa tem como objetivo analisar em que medida diferenças individuais em termos de prioridades do sistema de valores condicionam o julgamento moral de práticas negociais eticamente ambíguas. Usando um modelo de equações estruturais, as relações entre os sistemas de valores, a ideologia ética e o julgamento moral são avaliadas. Os resultados sugerem que as dimensões da individualidade humana analisadas exercem uma influência significativa na forma como os gestores avaliam a moralidade de práticas negociais eticamente ambíguas. Os resultados podem ainda contribuir significativamente para melhorar a compreensão do processo de tomada de decisão ética.

AbstractPublic values (PV) are receiving growing attention in public administration research and scholars frequently stress the need for public leaders to commit to and promote PV to protect the public interest and build citizens' trust in government. However, the relationship between public leaders' commitment to PV and intra-organizational, behavioral outcomes has received much less theoretical and empirical attention. To help address this gap, we draw on the social identity theory of leadership to propose that leaders in street-level bureaucracies who are perceived to be committed to PV are also more likely to be perceived as charismatic leaders and that these leadership attributions will be associated with lower employee turnover, especially in more stressful work contexts. We test our hypotheses with ordinary least squares and negative binomial regression. Additional mediation tests were conducted with structural equation modeling. Based on a sample of 87 public organizations and 874 participants, our results reveal that perceived leader commitment to PV is positively associated with perceived charismatic leadership which, in turn, is associated with lower employee turnover in more stressful and demanding work environments. This study brings more publicness to public leadership studies and can inform public leaders on how to develop more engaging and inspirational forms of leadership with their constituencies.

Os comportamentos políticos nas organizações representam um domínio singular das relações interpessoais no ambiente de trabalho, sendo considerado um fenômeno complexo, persuasivo e por vezes ambíguo. As organizações são instituições intrinsecamente políticas, já que são conjuntos de pessoas com interesses diversos e potencialmente conflituosos, imperando relações entre tais interesses, conflitos e, como sistemas de atividade política, a influência e o poder. De modo geral, a percepção de política na empresa parece ter um efeito negativo e, assim, desmotivador sobre as pessoas. Esta pesquisa tem como objetivo explorar a influência das percepções sobre o comportamento político na satisfação, no desempenho, nos comportamentos negligentes e nas intenções de saída de funcionários em um contexto cultural pouco explorado pelas pesquisas sobre comportamentos políticos: as organizações brasileiras. Para testar empiricamente a validade do modelo de pesquisa, foi realizado um survey e analisaram-se as percepções de 157 funcionários de três organizações brasileiras, a partir de regressões lineares. Os resultados sugerem que, no Brasil, a política influencia negativamente a satisfação e o desempenho individual e positivamente as intenções de saída e os comportamentos negligentes. Ou seja, quanto maior for a percepção de política no ambiente de trabalho, menor a satisfação e o desempenho individual dos funcionários, maior o seu engajamento em comportamentos negligentes no trabalho e maior a sua intenção de abandono da organização. Algumas limitações são apresentadas, além das contribuições práticas e teóricas do estudo para a administração. Numa perspectiva prática, a presente pesquisa evidencia os efeitos negativos do comportamento político, objetivando estimular a gerência, líderes e tomadores de decisão para responder a tais efeitos. Numa perspectiva teórica, as contribuições giram em torno do envolvimento do fator cultural para explicação da ação política. Finalmente, de acordo com os resultados encontrados, a política aparentemente tem importantes impactos nos resultados do trabalho, mesmo na terra do jeitinho.

Na última década, a teoria da liderança autêntica (AVOLIO; GARDNER, 2005) tem atraído o interesse de muitos pesquisadores em consequência da crise de liderança resultante dos inúmeros escândalos tanto no mundo corporativo como na esfera governamental. Inserido nesse contexto de entender o que diferencia um líder autêntico dos demais, o presente estudo buscou identificar como o sistema de valores pessoal, tendo por base a teoria motivacional de valores humanos de Schwartz (1992), influencia o grau de autenticidade de um líder. Para isso, foi realizada uma pesquisa de campo com 213 executivos em posições de liderança, em organizações com natureza e atuação diversas. Os dados foram analisados por meio de regressões lineares múltiplas hierárquicas. Os resultados sugerem que, de fato, o sistema de valores pessoais que prioriza a autotranscendência e a abertura à mudança exerce uma influência significativa na autenticidade demonstrada pelo líder, o que permite concluir que as prioridades axiológicas do líder autêntico privilegiam valores igualitários em detrimento de valores hierárquicos. Os resultados corroboram assim a teoria da liderança autêntica que sustenta que o líder autêntico é orientado para o bem-estar e a harmonia coletiva. Além disso, os resultados contribuem para dar suporte inicial à referida teoria de liderança, uma vez que, apesar de postular que os líderes autênticos diferenciam-se dos demais porque o seu comportamento está fortemente ancorado no seu sistema de valores pessoal, tais pressupostos não haviam sido comprovados empiricamente até o momento.

Government leaders who want to promote a collective response to disrupting events, such as the COVID-19 pandemic, need to foster a shared understanding of the crisis through effective communication. However, the tone and content of communication varies across and within countries and led to conflicting results in terms of collective sensemaking. To understand how government leaders' messages shape emotional and cognitive responses of citizens, we designed a 2x2 vignette experiment in which we manipulate the framing (pessimistic vs. optimistic) and content of the message (specific vs. general) delivered by a political leader. Results from 436 participants showed that while the tone of leader's messages has significant implications for the levels of anxiety and evaluation of the government's truthfulness and its overall response to the crisis, the content of the leader's message matters less. Furthermore, these effects were particularly experienced by women and left-leaning participants. Overall, our results highlight the importance of the leader's communication strategies on influencing the public's emotional reactions, as well as the perceptions of government effectiveness in dealing with the crisis. ; Los líderes gubernamentales que desean promover una respuesta colectiva a eventos disruptivos, como la pandemia de COVID-19, deben promover una comprensión compartida de la crisis a través de una comunicación efectiva. Sin embargo, el tono y el contenido de dicha comunicación han variado entre los diferentes países, e incluso dentro de éstos, y han demostrado que promueven resultados conflictivos en términos de creación colectiva de sentido. Para entender cómo los mensajes de los líderes gubernamentales determinan las respuestas emocionales y cognitivas de los ciudadanos, desarrollamos un experimento 2x2 usando viñetas, en el que manipulamos el tono (pesimista contra optimista) y el contenido del mensaje (específico contra general) emitido por un líder político. Los resultados de 436 participantes mostraron que si bien el tono del mensaje del líder tiene implicaciones significativas para los niveles de ansiedad y para la evaluación de la transparencia del gobierno y de su respuesta general a la crisis, el contenido del mensaje del líder es menos importante. Además, esos efectos los sintieron particularmente las mujeres y los participantes con un posicionamiento político de la izquierda. En general, nuestros resultados resaltan la importancia de las estrategias de comunicación de los líderes para influir en las reacciones emocionales del público, así como las percepciones de la eficacia del gobierno al enfrentar una crisis. ; As lideranças governamentais que desejam promover uma resposta coletiva a eventos disruptivos, como a pandemia da COVID-19, precisam promover um entendimento compartilhado da crise por meio de uma comunicação eficaz. No entanto, o tom e o conteúdo de tais comunicações têm variado entre países e até dentro deles e demonstrado promover resultados conflitantes em termos de criação coletiva de sentido. Para entender como as mensagens das lideranças governamentais moldam as respostas emocionais e cognitivas dos cidadãos, desenvolvemos um experimento 2x2 com uso de vinhetas, no qual manipulamos o tom (pessimista x otimista) e o conteúdo da mensagem (específica x geral) emitida por uma liderança política. Os resultados de 436 participantes mostraram que, embora o tom da mensagem da liderança tenha implicações significativas para os níveis de ansiedade e para a avaliação da transparência do governo e da sua resposta geral à crise, o conteúdo da mensagem da liderança é menos importante. Além disso, esses efeitos foram particularmente sentidos por mulheres e participantes com inclinação política à esquerda. No geral, nossos resultados destacam a importância das estratégias de comunicação da liderança para influenciar as reações emocionais do público, bem como as percepções da eficácia do governo ao lidar com a crise.

Abstract Government leaders who want to promote a collective response to disrupting events, such as the COVID-19 pandemic, need to foster a shared understanding of the crisis through effective communication. However, the tone and content of communication varies across and within countries and led to conflicting results in terms of collective sensemaking. To understand how government leaders' messages shape emotional and cognitive responses of citizens, we designed a 2x2 vignette experiment in which we manipulate the framing (pessimistic vs. optimistic) and content of the message (specific vs. general) delivered by a political leader. Results from 436 participants showed that while the tone of leader's messages has significant implications for the levels of anxiety and evaluation of the government's truthfulness and its overall response to the crisis, the content of the leader's message matters less. Furthermore, these effects were particularly experienced by women and left-leaning participants. Overall, our results highlight the importance of the leader's communication strategies on influencing the public's emotional reactions, as well as the perceptions of government effectiveness in dealing with the crisis.