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All Journal Annals of Management and Organization Research Studi Ilmu Manajemen dan Organisasi
Herman Herman
Universitas Jambi, Jambi, Indonesia
Economics, Econometrics & Finance

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Revisiting New Public Management and Public Service Performance: A Leadership Behavior Perspective Herman Herman; Shofia Amin; Sigit Indrawijaya; Sry Rosita
Studi Ilmu Manajemen dan Organisasi Vol 7 No 1 (2026): April
Publisher : Penerbit Goodwood

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/simo.v7i1.6284

Abstract

Purpose: This study aims to revisit the relationship between New Public Management (NPM) and public service performance by examining leadership behavior as a mediating mechanism within the Jambi Provincial Government. Research Methodology: This study used a quantitative explanatory design in the context of the Jambi Provincial Government, Indonesia. Data were collected from 126 civil servants across seven regional agencies through stratified random sampling and analyzed using SEM-PLS with SmartPLS 4.0. Results: The findings show that New Public Management significantly influences task-, change-, and relationship-oriented leadership behaviors and directly improves public-service performance. However, leadership behavior neither significantly affected service performance nor mediated the relationship between NPM and service performance. Conclusions: These findings suggest that managerial reforms associated with NPM contribute directly to improvements in public service performance while simultaneously shaping leadership behavior in public organizations. Nevertheless, leadership behavior does not function as a statistically significant mediating mechanism in the relationship between NPM and the service performance. Limitations: This study is limited to civil servants in selected regional government agencies in Jambi Province and relies on perception-based survey data, which may reduce generalizability and introduce subjective bias. Contributions: This study contributes to the NPM and public leadership literature by clarifying that leadership behavior does not necessarily function as a mediating mechanism in the relationship between NPM and public service performance in local government contexts.
Integrating Public Management and Leadership to Explain Local Government Performance Herman Herman; Shofia Amin; Sigit Indrawijaya; Sry Rosita
Annals of Management and Organization Research Vol. 8 No. 1 (2026): August
Publisher : goodwood publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/amor.v8.n1.p15-31.2026

Abstract

Purpose: This study aims to examine how New Public Management (NPM) inf0luences Public Service Performance through two leadership mechanisms, namely Leadership Behaviour as an instrumental mechanism and Servant Leadership as a value-based mechanism, in Indonesian local government organizations. Methodology: This research was conducted in local government organizations in Indonesia using a quantitative explanatory design. Data were collected through a survey of 385 civil servants in South Korea. The study employed a structured questionnaire and analyzed the data using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS software to test both direct and indirect relationships among variables. Results: The results show that New Public Management has a strong positive effect on both Leadership Behaviour and Servant Leadership. However, only Servant Leadership has a significant direct effect on Public Service Performance and acts as a significant mediating variable between NPM and Public Service Performance. Leadership Behaviour does not have a significant direct effect on Public Service Performance. Conclusions: The study concludes that managerial reforms alone are insufficient to improve Public Service Performance. Value-based leadership, particularly Servant Leadership, is a crucial mechanism for translating New Public Management reforms into meaningful service outcomes. Limitations: This study is limited by its cross-sectional design and reliance on self-reported data from a single regional context, which may restrict its generalizability. Contributions: This study contributes to the public management literature by integrating managerial reform and leadership and providing empirical evidence of the role of servant-oriented leadership in public sector performance.
Co-Authors Shofia Amin Sigit Indrawijaya Sry Rosita