The latitude for loyal contradiction and public leadership: a conceptual and comparative approach

Abstract

Purpose

This paper looks into the mechanisms that determine (stimulate and limit) the scope for loyal contradiction in organizations through ex ante voice. The paper provides insights into how this essential civil service function and obligation can be maintained and the role that public leadership can play in addressing these issues.

Design/methodology/approach

This paper consists of a conceptual analysis of major determinants for constraints on and stimuli of loyal contradiction and provides an interpretational framework of the relevant factors involved.

Findings

This paper examines the mechanisms that determine (stimulate and limit) the scope for loyal contradiction in organizations through ex ante voice and provides insights into how to maintain this essential civil service function and obligation through the contribution of public leadership.

Practical implications

The findings of this paper offer insight into how to avoid constraints on loyal contradiction within public organizations and point to the way public leaders can, by facilitating and stimulating it, enhance organizational performance and legitimacy.

Originality/value

This paper points to an issue that is increasingly relevant in politics and public administration. By providing a conceptual framework, this paper provides a deeper understanding of how the necessary conditions for loyal contradiction can be created within public organizations.

Citation

van der Meer, F.M. and Dijkstra, G.S.A. (2021), "The latitude for loyal contradiction and public leadership: a conceptual and comparative approach", International Journal of Public Leadership, Vol. 17 No. 4, pp. 301-312. https://doi.org/10.1108/IJPL-12-2020-0113