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Leisha DeHart-Davis
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Red tape and public employees: Does perceived rule dysfunction alienate managers?
L DeHart-Davis, SK Pandey
Journal of Public Administration Research and Theory 15 (1), 133-148, 2005
4252005
Gender dimensions of public service motivation
L DeHart‐Davis, J Marlowe, SK Pandey
Public administration review 66 (6), 873-887, 2006
3952006
Green tape: A theory of effective organizational rules
L DeHart-Davis
Journal of Public Administration Research and Theory 19 (2), 361-384, 2009
2472009
The unbureaucratic personality
L DeHart‐Davis
Public Administration Review 67 (5), 892-903, 2007
2112007
Gender and organizational rule abidance
S Portillo, L DeHart‐Davis
Public Administration Review 69 (2), 339-347, 2009
1332009
Green Tape and Job Satisfaction: Do Good Rules Make Employees Happy?
L DeHart-Davis, RS Davis, Z Mohr
Journal of Public Administration Research and Theory 25 (3), 849-876, 2014
119*2014
Green tape and public employee rule abidance: Why organizational rule attributes matter
L DeHart‐Davis
Public Administration Review 69 (5), 901-910, 2009
962009
More than pathological formalization: Understanding organizational structure and red tape
W Kaufmann, EL Borry, L DeHart‐Davis
Public Administration Review 79 (2), 236-245, 2019
902019
Bureaucracy and public employee behavior: A case of local government
MK Feeney, L DeHart-Davis
Review of Public Personnel Administration 29 (4), 311-326, 2009
852009
How empowering leadership reduces employee silence in public organizations
S Hassan, L DeHart‐Davis, Z Jiang
Public Administration 97 (1), 116-131, 2019
812019
Creating effective rules in public sector organizations
L DeHart-Davis
Georgetown University Press, 2017
662017
Formalization and consistency heighten organizational rule following: Experimental and survey evidence
EL Borry, L DeHart‐Davis, W Kaufmann, CC Merritt, Z Mohr, L Tummers
Public Administration 96 (2), 368-385, 2018
612018
Wrestling with intellectual diversity in public administration: Avoiding disconnectedness and fragmentation while seeking rigor, depth, and relevance
R Nesbit, S Moulton, S Robinson, C Smith, L DeHart-Davis, MK Feeney, ...
Journal of Public Administration Research and Theory 21 (suppl_1), i13-i28, 2011
582011
Gender, race, and experiences of workplace incivility in public organizations
AE Smith, S Hassan, DM Hatmaker, L DeHart-Davis, N Humphrey
Review of Public Personnel Administration 41 (4), 674-699, 2021
532021
Written versus unwritten rules: The role of rule formalization in green tape
L DeHart-Davis, J Chen, TD Little
International Public Management Journal 16 (3), 331-356, 2013
522013
Mechanisms of social capital in organizations: how team cognition influences employee commitment and engagement
A Kroll, L DeHart-Davis, D Vogel
The American Review of Public Administration 49 (7), 777-791, 2019
452019
Can bureaucracy benefit organizational women? An exploratory study
L DeHart-Davis
Administration & Society 41 (3), 340-363, 2009
432009
Red tape and clean air: Title V air pollution permitting implementation as a test bed for theory development
B Bozeman, L DeHart-Davis
Journal of Public Administration Research and Theory 9 (1), 141-178, 1999
431999
Regulatory compliance and air quality permitting: Why do firms overcomply?
L DeHart-Davis, B Bozeman
Journal of public administration research and theory 11 (4), 471-508, 2001
382001
Managerial Practices and Diversity Climate: The Roles of Workplace Voice, Centralization and Teamwork
Z Jiang, L DeHart‐Davis, EL Borry
Public Administration Review 82 (3), 459-472, 2022
312022
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Artiklar 1–20