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The Dutch Ministry of VROM (Housing, Physical planning and Environment) employs more than 4,000. Discusses its progressive track record over recent years on organization and personnel management. Shows how the Ministry, by a process of “learning by doing”, is adopting and adapting new ways in personnel and organizational development.

Leadership is considered to be a crucial situational factor in predicting and explaining employee deviance. The purpose of this paper therefore is to investigate the relationship between servant leadership on the one hand and employee deviance on the other. While previous studies on the impact of servant leadership on employee deviance typically aggregated all its dimensions into a single scale, this study also explores the impact of the various dimensions of servant leadership separately.

Data were collected via an online survey in two ministries of the Belgian Federal Government (n=3,445). The analyses were conducted using confirmatory factor analysis and multiple linear and negative binomial regression analysis.

The empirical results suggest that the generic servant leadership scale has the expected negative, protective effect on both self-reported and observer-reported employee deviance. As for the dimensions, the authors found that only the “putting subordinates first” dimension had a significant negative, protective effect on both self-reported and observer-reported employee deviance. The dimensions “behaving ethically” and “emotional healing” negatively impacted only observer-reported employee deviance and the dimension “creating value for society” negatively impacted only self-reported employee deviance. Surprisingly, the dimension “empowering” had a significant positive, strengthening effect on both self-reported and observer-reported employee deviance.

While most research assesses servant leadership’s impact on desirable behaviour, this study is about its impact on employee deviance. Also unlike most previous research, this study looks not only at the overall effect of servant leadership, but also at the impact of the various dimensions of servant leadership separately.

Co-production with citizens brings about the challenge to orchestrate public values which might be in conflict with each other. However, little is known about what types of value tensions occur in co-production and how actors cope with them. The purpose of this paper is to address this gap.

The paper is based on three case studies of co-production in Germany. In total, 24 semi-structured interviews with public managers, citizens, and third parties were conducted.

The analysis identified three major public value tensions occurring in co-production: the inclusiveness-accountability-tension, the flexibility-accountability-tension, and the productivity-diversity-tension. Furthermore, six strategies of coping with these tensions are examined.

As the paper is based on case studies, further research is required to explore possible other public value tensions emerging from different manifestations of co-production.

This paper bridges the fields of public values and co-production. By including perceptions of all actor groups, a more comprehensive understanding of public values in co-production and how they are in conflict is provided. A novel coping strategy is revealed, which has previously not been mentioned in the literature.