Felt responsibility for change in public organizations: general and sector-specific paths

References

• Andrews, R., G. A. Boyne, and R. M. Walker. 2006. “Strategy Content and Organizational Performance: An Empirical Analysis.” Public Administration Review 66 (1): 52–63. doi:10.1111/puar.2006.66.issue-1. ​​
   Web of Science ®Google Scholar
• Armenakis, A. A., J. B. Bernerth, J. P. Pitts, and H. J. Walker. 2007. “Organizational Change Recipients’ Beliefs Scale: Development of an Assessment Instrument.” The Journal of Applied Behavioral Science 43 (4): 481–505. doi:10.1177/0021886307303654.
   Google Scholar
• Armenakis, A. A., S. G. Harris, and K. W. Mossholder. 1993. “Creating Readiness for Organizational Change.” Human Relations 46 (6): 681–703. doi:10.1177/001872679304600601.
   Web of Science ®Google Scholar
• Ashforth, B. E., and F. Mael. 1989. “Social Identity Theory and the Organization.” Academy of Management Review 14 (1): 20–39.
   Web of Science ®Google Scholar
• Baron, R. M., and D. A. Kenny. 1986. “The Moderator–Mediator Variable Distinction in Social Psychological Research: Conceptual, Strategic, and Statistical Considerations.” Journal of Personality and Social Psychology 51 (6): 1173–1182. doi:10.1037/0022-3514.51.6.1173.
   PubMed Web of Science ®Google Scholar
• Bass, B. M. 1985. Leadership and Performance beyond Expectations. New York: Collier Macmillan.
   Google Scholar
• Bass, B. M. 1997. “Does the Transactional–Transformational Leadership Paradigm Transcend Organizational and National Boundaries?” American Psychologist 52 (2): 130–139. doi:10.1037/0003-066X.52.2.130.
   Web of Science ®Google Scholar
• Bass, B. M., and R. E. Riggio. 2006. Transformational Leadership. 2nd ed. Mahwah, NJ: Lawrence Erlbaum Associates.
   Google Scholar
• Belle, N. 2013. “Leading to Make A Difference: A Field Experiment on the Performance Effects of Transformational Leadership, Perceived Social Impact, and Public Service Motivation.” Journal of Public Administration Research and Theory 24 (1): 109–136. http://doi.org/10.1093/jopart/mut033.
   Web of Science ®Google Scholar
• Belle, N., and P. Cantarelli. 2015. “Monetary Incentives, Motivation, and Job Effort in the Public Sector: An Experimental Study with Italian Government Executives.” Review of Public Personnel Administration 35 (2): 99–123. doi:10.1177/0734371X13520460.
   Web of Science ®Google Scholar
• Bernerth, J. 2004. “Expanding Our Understanding of the Change Message.” Human Resource Development Review 3 (1): 36–52. doi:10.1177/1534484303261230.
   Google Scholar
• Bock, G. W., R. W. Zmud, Y. G. Kim, and J. N. Lee. 2005. “Behavioral Intention Formation in Knowledge Sharing: Examining the Roles of Extrinsic Motivators, Social-Psychological Forces, and Organizational Climate.” MIS Quarterly 29 (1): 87–111.
   Web of Science ®Google Scholar
• Bowman, J. S. 2010. “The Success of Failure: The Paradox of Performance Pay.” Review of Public Personnel Administration 30 (1): 70–88. doi:10.1177/0734371X09351824.
   Web of Science ®Google Scholar
• Brewer, G. A., and S. C. Selden. 2000. “Why Elephants Gallop: Assessing and Predicting Organizational Performance in Federal Agencies.” Journal of Public Administration Research and Theory 10 (4): 685–712. doi:10.1093/oxfordjournals.jpart.a024287.
   Google Scholar
• Campbell, J. W. 2015. “Identification and Performance Management: An Assessment of Change-Oriented Behavior in Public Organizations.” Public Personnel Management 44 (1): 46–69. doi:10.1177/0091026014549473.
   Web of Science ®Google Scholar
• Campbell, J. W. 2017. “Red Tape and Transformational Leadership: An Organizational Echelons Perspective.” Journal of Organizational Change Management 30 (1): 76–90. doi:10.1108/JOCM-01-2016-0004.
   Web of Science ®Google Scholar
• Campbell, J. W., and T. Im. 2016a. “PSM and Turnover Intention in Public Organizations: Does Change-Oriented Organizational Citizenship Behavior Play a Role?” Review of Public Personnel Administration 36 (4): 323–346. doi:10.1177/0734371X14567366.
   Web of Science ®Google Scholar
• Campbell, J. W., and T. Im. 2016b. “Perceived Public Participation Efficacy: The Differential Influence of Public Service Motivation across Organizational Strata.” Public Personnel Management 45 (3): 308–330. doi:10.1177/0091026016664899.
   Web of Science ®Google Scholar
• Campbell, J. W., T. Im, and J. Jeong. 2014. “Internal Efficiency and Turnover Intention: Evidence from Local Government in South Korea.” Public Personnel Management 43 (2): 259–282. doi:10.1177/0091026014524540.
   Web of Science ®Google Scholar
• Campbell, J. W., H. Lee, and T. Im. 2016. “At the Expense of Others: Altruistic Helping Behavior, Performance Management and Transformational Leadership.” Public Management Review 18 (6): 795–818. http://doi.org/10.1080/14719037.2015.1045018.
   Web of Science ®Google Scholar
• Cheung, G. W., and R. S. Lau. 2008. “Testing Mediation and Suppression Effects of Latent Variables: Bootstrapping with Structural Equation Models.” Organizational Research Methods 11 (2): 296–325. doi:10.1177/1094428107300343.
   Web of Science ®Google Scholar
• Choi, J. N. 2007. “Change-Oriented Organizational Citizenship Behavior: Effects of Work Environment Characteristics and Intervening Psychological Processes.” Journal of Organizational Behavior 28 (4): 467–484. doi:10.1002/(ISSN)1099-1379.
   Web of Science ®Google Scholar
• Coursey, D., K. Yang, and S. K. Pandey. 2012. “Public Service Motivation (PSM) and Support for Citizen Participation: A Test of Perry and Vandenabeele’s Reformulation of PSM Theory.” Public Administration Review 72 (4): 572–582. doi:10.1111/puar.2012.72.issue-4.
   Web of Science ®Google Scholar
• Devos, G., M. Buelens, and D. Bouckenooghe. 2007. “Contribution of Content, Context, and Process to Understanding Openness to Organizational Change: Two Experimental Simulation Studies.” The Journal of Social Psychology 147 (6): 607–630. doi:10.3200/SOCP.147.6.607-630.
   PubMed Web of Science ®Google Scholar
• Dust, S. B., C. J. Resick, and M. B. Mawritz. 2013. “Transformational Leadership, Psychological Empowerment, and the Moderating Role of Mechanistic-Organic Contexts.” Journal of Organizational Behavior 35 (3): 413–433. doi:10.1002/job.1904.
   Web of Science ®Google Scholar
• Effelsberg, D., M. Solga, and J. Gurt. 2013. “Transformational Leadership and Follower’s Unethical Behavior for the Benefit of the Company: A Two-Study Investigation.” Journal of Business Ethics 120 (1): 81–93. doi:10.1007/s10551-013-1644-z.
   Web of Science ®Google Scholar
• Eisenbeiss, S. A., D. Van Knippenberg, and S. Boerner. 2008. “Transformational Leadership and Team Innovation: Integrating Team Climate Principles.” Journal of Applied Psychology 93 (6): 1438–1446. doi:10.1037/a0012716.
   PubMed Web of Science ®Google Scholar
• Eisenhardt, K. M. 1985. “Control: Organizational and Economic Approaches.” Management Science 31 (2): 134–149. doi:10.1287/mnsc.31.2.134.
   Web of Science ®Google Scholar
• Fernandez, S., and T. Moldogaziev. 2012. “Using Employee Empowerment to Encourage Innovative Behavior in the Public Sector.” Journal of Public Administration Research and Theory 23 (1): 155–187. http://doi.org/10.1093/jopart/mus008.
   Web of Science ®Google Scholar
• Fernandez, S., and H. G. Rainey. 2006. “Managing Successful Organizational Change in the Public Sector.” Public Administration Review 66 (2): 168–176. doi:10.1111/puar.2006.66.issue-2.
   Web of Science ®Google Scholar
• Ford, J. D., L. W. Ford, and A. D’Amelio. 2008. “Resistance to Change: The Rest of the Story.” Academy of Management Review 33 (2): 362–377. doi:10.5465/AMR.2008.31193235.
   Web of Science ®Google Scholar
• Georgellis, Y., E. Iossa, and V. Tabvuma. 2011. “Crowding Out Intrinsic Motivation in the Public Sector.” Journal of Public Administration Research and Theory 21 (3): 473–493. doi:10.1093/jopart/muq073.
   Web of Science ®Google Scholar
• Gong, Y., J. C. Huang, and J. L. Farh. 2009. “Employee Learning Orientation, Transformational Leadership, and Employee Creativity: The Mediating Role of Employee Creative Self-Efficacy.” Academy of Management Journal 52 (4): 765–778. doi:10.5465/AMJ.2009.43670890.
   Web of Science ®Google Scholar
• Gumusluoglu, L., and A. Ilsev. 2009. “Transformational Leadership, Creativity, and Organizational Innovation.” Journal of Business Research 62 (4): 461–473. doi:10.1016/j.jbusres.2007.07.032.
   Web of Science ®Google Scholar
• Hartog, Den, D. N., R. J. House, P. J. Hanges, S. A. Ruiz-Quintanilla, P. W. Dorfman, I. A. Abdalla, B. S. Adetoun, et al. 1999. “Culture Specific and Cross-Culturally Generalizable Implicit Leadership Theories: Are Attributes of Charismatic/Transformational Leadership Universally Endorsed?” The Leadership Quarterly 10 (2): 219–256. doi:10.1016/S1048-9843(99)00018-1.
   Web of Science ®Google Scholar
• Hayes, A F. 2009. “Beyond Baron And Kenny: Statistical Mediation Analysis In The New Millennium.” Communication Monographs 76 (4): 408–20. doi:10.1007/BF02295291.
   Web of Science ®Google Scholar
• House, R. J. 1998. Appendix: Measures and Assessments for the Charismatic Leadership Approach: Scales, Latent Constructs, Loadings, Cronbach Alphas, and Interclass Correlations, Eds. F. Dansereau and F. J. Yammarino., 199–302. London: JAI Press Inc.
   Google Scholar
• Iacobucci, D., N. Saldanha, and X. Deng. 2007. “A Meditation on Mediation: Evidence that Structural Equations Models Perform Better than Regressions.” Journal of Consumer Psychology 17 (2): 139–153. doi:10.1016/S1057-7408(07)70020-7.
   Web of Science ®Google Scholar
• Im, T. 2003. “Bureaucratic Power and the NPM Reforms in Korea.” International Review of Public Administration 8 (1): 89–102. doi:10.1080/12294659.2003.10805020.
   Google Scholar
• Im, T. 2014. “Bureaucracy in Three Different Worlds: The Assumptions of Failed Public Sector Reforms in Korea.” Public Organization Review 14 (4): 577–596. doi:10.1007/s11115-013-0246-7.
   Google Scholar
• Im, T., J. W. Campbell, and S. Cha. 2013. “Revisiting Confucian Bureaucracy: Roots of the Korean Government’s Culture and Competitiveness.” Public Administration and Development 33 (4): 286–296. doi:10.1002/pad.v33.4.
   Web of Science ®Google Scholar
• Im, Tobin, Jesse W. Campbell, and Jisu Jeong. 2016. “Commitment Intensity in Public Organizations: Performance, Innovation, Leadership, and PSM.” Review of Public Personnel Administration 36 (3): 219–239. doi:10.1177/0734371X13514094.
   Google Scholar
• Ingraham, P. W. 1993. “Of Pigs in Pokes and Policy Diffusion: Another Look at Pay-For-Performance.” Public Administration Review 53 (4): 348–356. doi:10.2307/977147.
   Web of Science ®Google Scholar
• Jaiswal, N. K., and R. L. Dhar. 2015. “Transformational Leadership, Innovation Climate, Creative Self-Efficacy and Employee Creativity: A Multilevel Study.” International Journal of Hospitality Management 51: 30–41. doi:10.1016/j.ijhm.2015.07.002.
   Web of Science ®Google Scholar
• Jakobsen, M., and R. Jensen. 2015. “Common Method Bias in Public Management Studies.” International Public Management Journal 18 (1): 3–30. doi:10.1080/10967494.2014.997906.
   Web of Science ®Google Scholar
• James, L. R., J. J. Hater, M. J. Gent, and J. R. Bruni. 1978. “Psychological Climate: Implications from Cognitive Social Learning Theory and Interactional Psychology.” Personnel Psychology 31 (4): 783–813. doi:10.1111/peps.1978.31.issue-4.
   Web of Science ®Google Scholar
• Jensen, U. T., Andersen, L. B., Bro, L. L., Bollingtoft, A., Eriksen, T. L. M., Holten, A. L., et al. 2016. “Conceptualizing and Measuring Transformational and Transactional Leadership.” Administration & Society. http://doi.org/10.1177/0095399716667157. ​​
   Web of Science ®Google Scholar
• Jiang, W., and Q. Gu. 2015. “A Moderated Mediation Examination of Proactive Personality on Employee Creativity.” Journal of Organizational Change Management 28 (3): 393–410. doi:10.1108/JOCM-05-2014-0088.
   Web of Science ®Google Scholar
• Jung, D. I., C. Chow, and A. Wu. 2003. “The Role of Transformational Leadership in Enhancing Organizational Innovation: Hypotheses and Some Preliminary Findings.” The Leadership Quarterly 14 (4–5): 525–544. doi:10.1016/S1048-9843(03)00050-X.
   Web of Science ®Google Scholar
• Kim, P. S., and K. P. Hong. 2013. “Major Constraints and Possible Solutions for Performance Management in Korea.” Public Management Review 15 (8): 1137–1153. doi:10.1080/14719037.2013.818844.
   Web of Science ®Google Scholar
• Kim, P. S., and M. J. Moon. 2002. “Current Public Sector Reform in Korea: New Public Management in Practice.” The Journal of Comparative Asian Development 1 (1): 49–70. doi:10.1080/15339114.2002.9678349.
   Google Scholar
• Kim, S. 2005. “Individual-Level Factors and Organizational Performance in Government Organizations.” Journal of Public Administration Research and Theory 15 (2): 245–261. doi:10.1093/jopart/mui013.
   Web of Science ®Google Scholar
• Kim, S. 2006. “Public Service Motivation and Organizational Citizenship Behavior in Korea.” International Journal of Manpower 27 (8): 722–740. doi:10.1108/01437720610713521.
   Web of Science ®Google Scholar
• Kim, S. 2009. “Testing the Structure of Public Service Motivation in Korea: A Research Note.” Journal of Public Administration Research and Theory 19 (4): 839–851. doi:10.1093/jopart/mup019.
   Web of Science ®Google Scholar
• Kim, S., and C. Han. 2015. “Administrative Reform in South Korea: New Public Management and the Bureaucracy.” International Review of Administrative Sciences 81 (4): 694–712. doi:10.1177/0020852314558034.
   Web of Science ®Google Scholar
• Kim, S., and W. Vandenabeele. 2010. “A Strategy for Building Public Service Motivation Research Internationally.” Public Administration Review 70 (5): 701–709. doi:10.1111/puar.2010.70.issue-5.
   Web of Science ®Google Scholar
• Kuipers, B. S., M. Higgs, W. Kickert, and L. Tummers. 2014. “The Management of Change in Public Organizations: A Literature Review.” Public Administration 92 (1): 1–20. http://doi.org/10.1111/padm.12040.
   Web of Science ®Google Scholar
• Lee, C. K., and M. J. Moon. 2012. “Performance Management Reforms in South Korea.” In Public Administration in East Asia: Mainland China, Japan, South Korea, and Taiwan, Edited by E. M. Berman, M. J. Moon, and H. Choi, 427–449. Boca Raton, FL: CRC Press (Taylor and Francis).
   Google Scholar
• Liang, J., C. I. C. Farh, and J.-L. Farh. 2012. “Psychological Antecedents of Promotive and Prohibitive Voice: A Two-Wave Examination.” Academy of Management Journal 55 (1): 71–92. doi:10.5465/amj.2010.0176.
   Web of Science ®Google Scholar
• Lipsky, M. 1980. Street-Level Bureaucracy: Dilemmas of the Individual in Public Services. New York, NY: Russell Sage Foundation.
   Google Scholar
• Liu, W., R. Zhu, and Y. Yang. 2010. “I Warn You because I like You: Voice Behavior, Employee Identifications, and Transformational Leadership.” The Leadership Quarterly 21 (1): 189–202. doi:10.1016/j.leaqua.2009.10.014.
   Web of Science ®Google Scholar
• Lyons, S. T., L. E. Duxbury, and C. A. Higgins. 2006. “A Comparison of the Values and Commitment of Private Sector, Public Sector, and Parapublic Sector Employees.” Public Administration Review 66 (4): 605–618. doi:10.1111/puar.2006.66.issue-4.
   Web of Science ®Google Scholar
• Meier, K. J., and L. J. O’Toole. 2013. “Subjective Organizational Performance and Measurement Error: Common Source Bias and Spurious Relationships.” Journal of Public Administration Research and Theory 23 (2): 429–456. http://doi.org/10.1093/jopart/mus057.
   Web of Science ®Google Scholar
• Miller, G. J., and A. B. Whitford. 2006. “The Principal’s Moral Hazard: Constraints on the Use of Incentives in Hierarchy.” Journal of Public Administration Research and Theory 17 (2): 213–233. doi:10.1093/jopart/mul004.
   Web of Science ®Google Scholar
• Mittal, S., and R. L. Dhar. 2015. “Transformational Leadership and Employee Creativity.” Management Decision 53 (5): 894–910. doi:10.1108/MD-07-2014-0464.
   Web of Science ®Google Scholar
• Morrison, E. W., and C. C. Phelps. 1999. “Taking Charge at Work: Extrarole Efforts to Initiate Workplace Change.” Academy of Management Journal 42 (4): 403–419. doi:10.2307/257011.
   Web of Science ®Google Scholar
• Moynihan, D. P., and S. K. Pandey. 2007. “The Role of Organizations in Fostering Public Service Motivation.” Public Administration Review 67 (1): 40–53. doi:10.1111/puar.2007.67.issue-1.
   Web of Science ®Google Scholar
• Moynihan, D. P., S. K. Pandey, and B. E. Wright. 2012. “Setting the Table: How Transformational Leadership Fosters Performance Information Use.” Journal of Public Administration Research and Theory 22 (1): 143–164. http://doi.org/10.1093/jopart/mur024.
   Web of Science ®Google Scholar
• Moynihan, D. P., B. E. Wright, and S. K. Pandey. 2012. “Working within Constraints: Can Transformational Leaders Alter the Experience of Red Tape?” International Public Management Journal 15 (3): 315–336. doi:10.1080/10967494.2012.725318.
   Web of Science ®Google Scholar
• Mumford, M. D., G. M. Scott, B. Gaddis, and J. M. Strange. 2002. “Leading Creative People: Orchestrating Expertise and Relationships.” The Leadership Quarterly 13 (6): 705–750. doi:10.1016/S1048-9843(02)00158-3.
   Web of Science ®Google Scholar
• Naff, K. C., and J. Crum. 1999. “Working for America: Does Public Service Motivation Make a Difference?” Review of Public Personnel Administration 19 (4): 5–16. doi:10.1177/0734371X9901900402.
   Google Scholar
• Nemanich, L. A., and D. Vera. 2009. “Transformational Leadership and Ambidexterity in the Context of an Acquisition.” The Leadership Quarterly 20 (1): 19–33. doi:10.1016/j.leaqua.2008.11.002.
   Web of Science ®Google Scholar
• Noruzy, A., V. M. Dalfard, B. Azhdari, S. Nazari-Shirkouhi, and A. Rezazadeh. 2013. “Relations between Transformational Leadership, Organizational Learning, Knowledge Management, Organizational Innovation, and Organizational Performance: An Empirical Investigation of Manufacturing Firms.” The International Journal of Advanced Manufacturing Technology 64 (5–8): 1073–1085. doi:10.1007/s00170-012-4038-y.
   Web of Science ®Google Scholar
• Osborne, D., and T. Gaebler. 1993. Reinventing Government: How the Entrepreneurial Spirit Is Transforming the Public Sector. New York, NY: Penguin.
   Google Scholar
• Osborne, S. P., Z. Radnor, and G. Nasi. 2013. “A New Theory for Public Service Management? toward A (Public) Service-Dominant Approach.” The American Review of Public Administration 43 (2): 135–158. doi:10.1177/0275074012466935.
   Web of Science ®Google Scholar
• Paarlberg, L. E., and B. Lavigna. 2010. “Transformational Leadership and Public Service Motivation: Driving Individual and Organizational Performance.” Public Administration Review 70 (5): 710–718. doi:10.1111/puar.2010.70.issue-5.
   Web of Science ®Google Scholar
• Park, C.-O., and J. Joo. 2010. “Control over the Korean Bureaucracy: A Review of the NPM Civil Service Reforms under the Roh Moo-Hyun Government.” Review of Public Personnel Administration 30 (2): 189–210. doi:10.1177/0734371X09360183.
   Web of Science ®Google Scholar
• Park, S., and F. Berry. 2013. “Successful Diffusion of a Failed Policy: The Case of Pay-For-Performance in the US Federal Government.” Public Management Review 16 (6): 763–781. http://doi.org/10.1080/14719037.2012.750835.
   Web of Science ®Google Scholar
• Park, S. M., and H. G. Rainey. 2008. “Leadership and Public Service Motivation in U.S. Federal Agencies.” International Public Management Journal 11 (1): 109–142. doi:10.1080/10967490801887954.
   Web of Science ®Google Scholar
• Parker, S. K., H. M. Williams, and N. Turner. 2006. “Modeling the Antecedents of Proactive Behavior at Work.” Journal of Applied Psychology 91 (3): 636–652. doi:10.1037/0021-9010.91.3.636.
   PubMed Web of Science ®Google Scholar
• Perry, J. L. 1997. “Antecedents of Public Service Motivation.” Journal of Public Administration Research and Theory 7 (2): 181–197. doi:10.1093/oxfordjournals.jpart.a024345.
   Google Scholar
• Perry, J. L., T. A. Engbers, and S. Y. Jun. 2009. “Back to the Future? Performance‐Related Pay, Empirical Research, and the Perils of Persistence.” Public Administration Review 69 (1): 39–51. doi:10.1111/puar.2009.69.issue-1.
   Web of Science ®Google Scholar
• Perry, J. L., A. Hondeghem, and L. R. Wise. 2010. “Revisiting the Motivational Bases of Public Service: Twenty Years of Research and an Agenda for the Future.” Public Administration Review 70 (5): 681–690. doi:10.1111/puar.2010.70.issue-5.
   Web of Science ®Google Scholar
• Perry, J. L., and W. Vandenabeele. 2008. “Behavioral Dynamics: Institutions, Identities, and Self-Regulation.” In Motivation in Public Management: The Call of Public Service, Eds. J. L. Perry and A. Hondeghem, 56–79. Oxford: Oxford University Press.
   Google Scholar
• Perry, J. L., and L. R. Wise. 1990. “The Motivational Bases of Public Service.” Public Administration Review 50 (3): 367–373. doi:10.2307/976618.
   Web of Science ®Google Scholar
• Preacher, K. J. 2006. “Quantifying Parsimony in Structural Equation Modeling.” Multivariate Behavioral Research 41 (3): 227–259. doi:10.1207/s15327906mbr4103_1.
   PubMed Web of Science ®Google Scholar
• Preacher, K. J., D. D. Rucker, and A. F. Hayes. 2007. “Addressing Moderated Mediation Hypotheses: Theory, Methods, and Prescriptions.” Multivariate Behavioral Research 41 (2): 185–227. doi:10.1080/00273170701341316.
   Web of Science ®Google Scholar
• Rainey, H. G. 1982. “Reward Preferences among Public and Private Managers: In Search of the Service Ethic.” The American Review of Public Administration 16 (4): 288–302. doi:10.1177/027507408201600402.
   Google Scholar
• Rainey, H. G. 2014. Understanding and Managing Public Organizations. 5th ed. San Francisco, CA: Wiley.
   Google Scholar
• Rainey, H. G., and P. Steinbauer. 1999. “Galloping Elephants: Developing Elements of a Theory of Effective Government Organizations.” Journal of Public Administration Research and Theory 9 (1): 1–32. doi:10.1093/oxfordjournals.jpart.a024401.
   Google Scholar
• Ritz, Adrian, Gene A. Brewer, and Oliver Neumann. 2016. “Public Service Motivation: A Systematic Literature Review And Outlook.” Public Administration Review 76 (3): 414–26. doi: 10.1111/padm.12193.
   Google Scholar
• Rucker, D. D., K. J. Preacher, Z. L. Tormala, and R. E. Petty. 2011. “Mediation Analysis in Social Psychology: Current Practices and New Recommendations.” Social and Personality Psychology Compass 5 (6): 359–371. doi:10.1111/j.1751-9004.2011.00355.x.
   Google Scholar
• Sarros, J. C., B. K. Cooper, and J. C. Santora. 2008. “Building a Climate for Innovation through Transformational Leadership and Organizational Culture.” Journal of Leadership & Organizational Studies 15 (2): 145–158. http://doi.org/10.1177/1548051808324100.
   Google Scholar
• Scott, P. G., and S. K. Pandey. 2005. “Red Tape and Public Service Motivation: Findings from a National Survey of Managers in State Health and Human Services Agencies.” Review of Public Personnel Administration 25 (2): 155–180. doi:10.1177/0734371X04271526.
   Google Scholar
• Scott, S. G., and R. A. Bruce. 1994. “Determinants of Innovative Behavior: A Path Model of Individual Innovation in the Workplace.” Academy of Management Journal 37 (3): 580–607. doi:10.2307/256701.
   Web of Science ®Google Scholar
• Sharma, S., S. Mukherjee, A. Kumar, and W. R. Dillon. 2005. “A Simulation Study to Investigate the Use of Cutoff Values for Assessing Model Fit in Covariance Structure Models.” Journal of Business Research 58 (7): 935–943. doi:10.1016/j.jbusres.2003.10.007.
   Web of Science ®Google Scholar
• Stazyk, E. C. 2013. “Crowding Out Public Service Motivation? Comparing Theoretical Expectations with Empirical Findings on the Influence of Performance-Related Pay.” Review of Public Personnel Administration 33 (3): 252–274. doi:10.1177/0734371X12453053.
   Web of Science ®Google Scholar
• Stazyk, E. C., and R. S. Davis. 2015. “Taking the “High Road”: Does Public Service Motivation Alter Ethical Decision Making Processes?” Public Administration 93 (3): 627–645. doi:10.1111/padm.12158.
   Web of Science ®Google Scholar
• Tummers, L. G., and E. Knies. 2013. “Leadership and Meaningful Work in the Public Sector.” Public Administration Review 73 (6): 859–868. doi:10.1111/puar.2013.73.issue-6.
   Web of Science ®Google Scholar
• Van Der Voet, J. 2014. “The Effectiveness and Specificity of Change Management in a Public Organization: Transformational Leadership and a Bureaucratic Organizational Structure.” European Management Journal 32 (3): 373–382. doi:10.1016/j.emj.2013.10.001.
   Web of Science ®Google Scholar
• Van Loon, N., A. M. Kjeldsen, L. B. Andersen, W. Vandenabeele, and P. Leisink. 2016. “Only When the Societal Impact Potential Is High? A Panel Study of the Relationship between Public Service Motivation and Perceived Performance.” Review of Public Personnel Administration. doi:10.1177/0734371X16639111.
   PubMed Web of Science ®Google Scholar
• Vandenabeele, W. 2007. “Toward a Public Administration Theory of Public Service Motivation.” Public Management Review 9 (4): 545–556. doi:10.1080/14719030701726697.
   Web of Science ®Google Scholar
• Vigoda-Gadot, E., and I. Beeri. 2012. “Change-Oriented Organizational Citizenship Behavior in Public Administration: The Power of Leadership and the Cost of Organizational Politics.” Journal of Public Administration Research and Theory 22 (3): 573–596. doi:10.1093/jopart/mur036.
   Web of Science ®Google Scholar
• Walker, R. M., F. Damanpour, and C. A. Devece. 2011. “Management Innovation and Organizational Performance: The Mediating Effect of Performance Management.” Journal of Public Administration Research and Theory 21 (2): 367–386. doi:10.1093/jopart/muq043.
   Web of Science ®Google Scholar
• Walumbwa, F. O., B. J. Avolio, and W. Zhu. 2008. “How Transformational Leadership Weaves Its Influence On Individual Job Performance: The Role Of Identification And Efficacy Beliefs.” Personnel Psychology 61 (4): 793–825. doi:10.1111/peps.2008.61.issue-4.
   Web of Science ®Google Scholar
• Wang, H., K. S. Law, R. D. Hackett, D. Wang, and Z. X. Chen. 2005. “Leader-Member Exchange as a Mediator of the Relationship between Transformational Leadership and Followers’ Performance and Organizational Citizenship Behavior.” Academy of Management Journal. 48 (3): 420–432. Retrieved from http://amj.aom.org/content/48/3/420.short doi:10.5465/AMJ.2005.17407908.
   Web of Science ®Google Scholar
• Wright, B. E., R. K. Christensen, and K. R. Isett. 2013. “Motivated to Adapt? the Role of Public Service Motivation as Employees Face Organizational Change.” Public Administration Review 73 (5): 738–747. doi:10.1111/puar.2013.73.issue-5.
   Web of Science ®Google Scholar
• Wright, B. E., D. P. Moynihan, and S. K. Pandey. 2012. “Pulling the Levers: Transformational Leadership, Public Service Motivation, and Mission Valence.” Public Administration Review 72 (2): 206–215. doi:10.1111/puar.2012.72.issue-2.
   Web of Science ®Google Scholar
• Wright, B. E., and S. K. Pandey. 2009. “Transformational Leadership in the Public Sector: Does Structure Matter?” Journal of Public Administration Research and Theory 20 (1): 75–89. http://doi.org/10.1093/jopart/mup003.
   Web of Science ®Google Scholar
• Yang, K., and A. Kassekert. 2010. “Linking Management Reform with Employee Job Satisfaction: Evidence from Federal Agencies.” Journal of Public Administration Research and Theory 20 (2): 413–436. doi:10.1093/jopart/mup010.
   Web of Science ®Google Scholar
• Zhu, Y., and S. Akhtar. 2013. “How Transformational Leadership Influences Follower Helping Behavior: The Role of Trust and Prosocial Motivation.” Journal of Organizational Behavior 35 (3): 373–392. http://doi.org/10.1002/job.1884.
   Web of Science ®Google Scholar