Creating public value in frontline teams: an empirical exploration of shared leadership behaviour by frontline officials
通过对荷兰公共组织三个团队的一线官员及其直接主管进行29次深度叙事访谈，识别了用于促进基于公共价值共识的决策和优化工作流程的共享领导行为，并提出了相关命题和建议。
In this study, we aim to provide insight into the way in which frontline officials in teams employ leadership behaviour aimed at creating public value.We conducted 29 in-depth semi-structured narrative interviews with frontline officials and their direct supervisors from three teams in Dutch public organizations, to identify shared leadership behaviours used to stimulate decision-making based on a shared meaning of public value and to facilitate work processes that enable public value creation.Based on these findings, we formulate propositions to further study shared leadership mechanisms by frontline officials, and we point out recommendations to stimulate leadership within frontline teams.