International Journal of Public Sector Management: Volume 35 Issue 6

Jacinda Ardern's compassionate leadership: a case of social change leadership in action

Montgomery Van Wart, Michael Macaulay, Katie Haberstroh

This article investigates the leadership style of Jacinda Ardern, Prime Minister of Aotearoa New Zealand. It uses the model of Social Change Leadership (SCL) to evaluate her…

Contrasting effects of leadership styles on public service motivation: the mediating role of basic psychological needs among Indian public sector officials

Sanket Sunand Dash, Rajneesh Gupta, Lalatendu Kesari Jena

Public service motivation (PSM), among actual and prospective employees in the public sector, lead to positive work outcomes. However, there is limited integration of PSM with…

Do governance capacity and legitimacy affect citizens' satisfaction with COVID-19 management? Some evidence from South Asia

Ishtiaq Jamil, Akram Hossain

Theoretically, both democ/ratic legitimacy and government capacity are necessary for successful crisis management, like the COVID-19 pandemic. The authors argue that there are…

The magic of IPSAS accrual: the real without reality

Tausi Ally Mkasiwa

This study examines the controversial success of the International Public Sector Accounting Standards (IPSAS) accrual implementation, using the case of Tanzania.