Abstract
ABSTRACTFoundational work in public administration has considered the relationship between administrative power, accountability, and performance in public organizations. Even with the vast literature addressing power, accountability, and performance, scholars are still theorizing on how they influence one another. This study proposes and empirically tests a theoretical model of the relationships between each of these three constructs. Data are analyzed from an original survey of a national sample of US local government public administrators—city managers. Using structural equation modeling, results show that there are positive relationships between power and accountability, power and performance, and accountability and performance. The article discusses theoretical and practical implications of these findings.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
