The work of a team of researchers from Edith Cowan University on innovative work behaviour in the public sector has been published in the March 2020 Issue of the Australian Journal of Public Administration.

Successive Australian governments have placed a high importance on innovation since the mid-2000s. However, the majority of research on organisational innovation is from the United States and Europe (see, for instance, the work of Anderson, Potočnik and Zhou, 2014). This new research by Dr Yuliani Suseno, Professor Craig Standing, Associate Professor Denise Gengatharen and Dr Diep Nguyen from the School of Business and Law at Edith Cowan University, helps correct this imbalance through the study of a large Australian public sector organisation.

WHAT IS INNOVATIVE WORK BEHAVIOUR?

Innovation work behaviour has been defined as the ‘behaviour directed towards the initiation and application… of new and useful ideas, processes, products or procedures’ (see De Jong and Den Hartog, 2007).

It has further been described by Scott and Bruce (1994) as a three-stage process:

1. an individual employee comes up with creative ideas and solutions after a problem or issue has been identified
2. the employee mobilises support for their innovative ideas and elicits other employees’ enthusiasm about the ideas and solutions
3. the idea is transformed into a model, a prototype, or a useful application for the individual’s work role, group or the organisation.

READ THE FULL ARTICLE AND ACCESS THE RESEARCH PAPERS THROUGH THE IPAA NATIONAL WEBSITE

Anxiety and psychological distress are on the rise as our workforce adapts to the COVID-19 pandemic. More so than ever now is a time for leaders to shine through to guide and support their teams through these challenging times. Some leaders more so than others are better equipped to manage their staff virtually, but as most organisations don’t educate leaders on this area, many will struggle to adapt and find their feet in this new world.

Leadership during a pandemic is new and untested, where we are learning on the fly what does and does not work to manage staff in the virtual world. Human Psyhcology have shared with us essential advice for managers and team leaders in helping their team adapt. This includes;

• Basic needs and technology use
• Communication
• Change benchmarks and engagement strategies
• Mental health
• Silver linings
• Support

You can read and download the full tip sheet here.

A new initiative to bridge the gap between the research work of academics and the policy work of public servants was announced yesterday by ANZSOG Dean and CEO Ken Smith who said that public sector leaders needed access to research evidence when developing policy.

‘In these times of uncertainty, evidence-based policy and decision-making are more vital than ever.’

‘However, too often researchers lament that the public service ignores their work, while public servants say academic research is not timely or applied to their day-to-day challenges. The Bridge will make vital research available in an accessible format.’

The Bridge is distributed by ANZSOG each fortnight by email. It centres around a Research Brief which distills academic research into an easy-to-read format and will be complemented by other insights into public policy and management.

The Bridge is compiled and curated by Maria Katsonis — a former senior Victorian public servant with more than 20 years’ experience, who is now a Public Policy Fellow at the University of Melbourne. She was previously the curator of The Drop — a joint project between ANZSOG and The Mandarin. Maria is also one of the editors of the Australian Journal of Public Administration.

Anyone interested in reading The Bridge can subscribe to it on the ANSZOG website.

To learn more about other opportunities and resources you can also visit the IPAA National website.

Pictured: Professor Ken Smith, ANZSOG Dean and CEO 

The Australian Journal of Public Administration is the go-to resource for the latest research in public administration. 

Over recent years the three most download articles from past editions of the journal were:

1. John Phillimore’s 2013 article — Understanding Intergovernmental Relations: Key Features and Trends — which was accessed over 11,000 times
2. Janine O’Flynn’s 2007 article — From New Public Management to Public Value: Paradigmatic Change and Management Implications — which was accessed over 8,200 times
3. Wei Xiong, Bin Chen and Huanming Wang’s 2018 article — Governing public-private partnerships: A systematic review of case study literature — which was accessed over 2,600 times.

Professor John Phillimore of Curtin University was delighted to hear that his 2013 article continues to be read widely by a public sector audience seven years on from when it was first published:

‘I think it highlights the enduring relevance of having a good understanding of intergovernmental relations in Australia — now probably more so than ever with the season of bushfires we’ve just experienced, and with coronavirus on top of that.’

The AJPA is freely accessible to all IPAA members via a dedicated portal on the national IPAA website or via an AJPA app. It is the journal of record on public administration, public management and public policy in Australia and has been in continuous circulation since 1937.

Read more on the AJPA on the IPAA National website.

Pictured: Professor John Phillimore — author of the Australian Journal of Public Administration’s most downloaded paper in 2019.

A group of New Zealand researchers have examined how paradoxical leadership contributes to public administration employee resilience.

Dr Esme Franken and Dr Geoff Plimmer from the Victoria University of Wellington, and Associate Professor Sanna Malinen from the University of Canterbury, surveyed a cross section of staff at a large public organisation in New Zealand. They chose it because the organisation itself faced many paradoxes — it had a complex mix of policy, regulatory, service and development functions and was frequently engaged in demanding public controversies. In a volatile, uncertain, complex and ambiguous world, public sector employees are required to balance multiple and often contradictory objectives. These objectives can be viewed as paradoxes, where two opposites coexist.

Their research findings were recently published in the March 2020 issue of the Australian Journal of Public Administration.

IPAA members can access the entire back catalogue of the Australian Journal of Public Administration as part of their member benefits.

The paper referenced in this blog — Paradoxical leadership in public sector organisations: Its role in fostering employee resilience — can also be accessed free of charge by the wider public sector community until the 30 April 2020.

Continue

WHAT IS PARADOXICAL LEADERSHIP?

‘Paradoxical Leadership’ is defined as the ability to balance competing structural and relational demands over time.

WHAT ARE THE FACETS OF PARADOXICAL LEADERSHIP?

Research suggests that paradoxical leadership behaviours have five facets.

• The first facet is uniformity and individualisation. Yan Zhang, David A. Waldman, Yu-lan Han and Xiao-Bei Li, who undertook the Chinese study of paradoxical leadership, described this facet as one of treating followers uniformly whilst also allowing individualisation concerns that enable individuals’ strengths to shine, and at the same time fostering a structure where team members can contribute confidently without being overly competitive or individualistic.
• The second facet is self- and other-centredness which is all about maintaining a strong sense of self, while also having and showing humility to others (described by David A. Waldman and David E. Bowen).
• The third facet is decision control/autonomy which relates to leaders controlling subordinate behaviour and decision making while giving employees discretion to act flexibly and autonomously (described by Yan Zhang and his colleagues).
• The fourth facet concerns striking a balance between distance and closeness. This paradox — between maintaining both status/role difference and interpersonal connections —is likely to help employees perceive their leaders as charismatic and authorised to make difficult decision (described by Boas Shamir).
• The fifth facet is work requirements and flexibility. It concerns enforcing work requirements yet also allowing flexibility. This sets norms and standards for bounded work environments, which would help ensure fairness and help define role clarity, an antecedent of positive job attitudes and behaviours (described by Jessica Lang, Jeffrey L. Thomas, Paul D Bliese and Amy Adler).

Continue reading this article in full on the IPAA National website

Public Administration Today (Today) was a quarterly publication for IPAA members, which served as a national communications medium for all IPAA members. It aimed to report IPAA activities, promote and celebrate achievements in Australian public sector management, disseminate information about major trends and developments, and facilitate discussion and debate.

The magazine was published by IPAA ACT on behalf of IPAA National, with a circulation of approximately 5,000 as at 2015.

In June 2015 it was determined that IPAA would cease the publication of Public Administration Today. As a result of falling circulation nationally and increasing costs, it was no longer a financially viable proposition. Edition 43 was the final, covering the period July to September 2015. IPAA ACT wishes to thank the many contributors to the magazine, with a special mention for Mr Ron Dent, the editor for the four final years of the publication.

The four most recent editions are accessible below, with previous editions available by contacting IPAA ACT on 02 6154 9800.