700
Views
2
CrossRef citations to date
0
Altmetric
Research Articles

Impact of Ethical Leadership on Job Satisfaction and Work-Related Burnout among Turkish Street-Level Bureaucrats: The Roles of Public Service Motivation, Perceived Organizational Support, and Red Tape

References

  • Adler, P. S., & Borys, B. (1996). Two types of bureaucracy: Enabling and coercive. Administrative Science Quarterly, 41(1), 61–89. https://doi.org/10.2307/2393986
  • Ahn, Y., & Campbell, J. W. (2022). Red tape, rule legitimacy, and public service motivation: Experimental evidence from Korean citizens. Administration & Society, 54(9), 1651–1688. https://doi.org/10.1177/00953997211069046
  • Anderson, J. C., & Gerbing, D. W. (1988). Structural equation modeling in practice: A review and recommended two-step approach. Psychological Bulletin, 103(3), 411–423. https://doi.org/10.1037/0033-2909.103.3.411
  • Ashfaq, F., Abid, G., & Ilyas, S. (2021). Impact of ethical leadership on employee engagement: Role of self-efficacy and organizational commitment. European Journal of İnvestigation in Health, Psychology and Education, 11(3), 962–974. https://doi.org/10.3390/ejihpe11030071
  • Avey, J. B., Wernsing, T. S., & Palanski, M. E. (2012). Exploring the process of ethical leadership: The mediating role of employee voice and psychological ownership. Journal of Business Ethics, 107(1), 21–34. https://doi.org/10.1007/s10551-012-1298-2
  • Bakker, A. B. (2015). A job demands-resources approach to public service motivation. Public Administration Review, 75(5), 723–732. https://doi.org/10.1111/puar.12388
  • Bakker, A. B., & Demerouti, E. (2007). The job demands-resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328. https://doi.org/10.1108/02683940710733115
  • Bandura, A. (1977). Social learning theory. General Learning Press.
  • Baron, R. M., & Kenny, D. A. (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. https://doi.org/10.1037//0022-3514.51.6.1173
  • Bedi, A., Alpaslan, C. M., & Green, S. (2016). A meta-analytic review of ethical leadership outcomes and moderators. Journal of Business Ethics, 139(3), 517–536. https://doi.org/10.1007/s10551-015-2625-1
  • Bellé, N. (2014). 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. https://doi.org/10.1093/jopart/mut033
  • Belle, N., & Cantarelli, P. (2019). Do ethical leadership, visibility, external regulation, and prosocial ımpact affect unethical behavior? Evidence from a laboratory and a field experiment. Review of Public Personnel Administration, 39(3), 349–371. https://doi.org/10.1177/0734371X17721301
  • Bernerth, J. B., & Aguinis, H. (2016). A critical review and best-practice recommendations for control variable usage. Personnel Psychology, 69(1), 229–283. https://doi.org/10.1111/peps.12103
  • Blau, P. M. (1964). Exchange and power in sociai life. Wiley.
  • Blom, R., Borst, R. T., & Voorn, B. (2021). Pathology or ınconvenience? A meta-analysis of the ımpact of red tape on people and organizations. Review of Public Personnel Administration, 41(4), 623–650. https://doi.org/10.1177/0734371X20924117
  • Borst, R. T. (2018). Comparing work engagement in people-changing and people-processing service providers: A mediation model with red tape, autonomy, dimensions of PSM, and performance. Public Personnel Management, 47(3), 287–313. https://doi.org/10.1177/0091026018770225
  • Borst, R. T., Kruyen, P. M., & Lako, C. J. (2019). Exploring the job demands–resources model of work engagement in government: Bringing in a psychological perspective. Review of Public Personnel Administration, 39(3), 372–397. https://doi.org/10.1177/0734371X17729870
  • Bouckenooghe, D., Zafar, A., & Raja, U. (2015). How ethical leadership shapes employees’ job performance: The mediating roles of goal congruence and psychological capital. Journal of Business Ethics, 129(2), 251–264. https://doi.org/10.1007/s10551-014-2162-3
  • Bozeman, B. (1993). A theory of government “red tape. Journal of Public Administration Research and Theory, 3(3), 273–304. https://doi.org/10.1093/oxfordjournals.jpart.a037171
  • Bozeman, B., & Feeney, M. K. (2011). Rules and red tape: A prism for public administration theory and research. M. E. Sharpe.
  • Brayfield, A. H., & Rothe, H. F. (1951). An index of job satisfaction. Journal of Applied Psychology, 35(5), 307–311. https://doi.org/10.1037/h0055617
  • Brewer, G. A., & Selden, S. C. (2000). Why elephants gallop: Assessing and predicting organizational performance in federal agencies. Journal of Public Administration Research and Theory, 10(4), 685–712. https://doi.org/10.1093/oxfordjournals.jpart.a024287
  • Brewer, G. A., Selden, S. C., Journal, S., J-Part, T., Brewer, G. A., & Selden, S. C. (1998). Whistle blowers in the federal civil service: New evidence of the public service ethic. Journal of Public Administration Research and Theory, 8(3), 413–440. https://doi.org/10.1093/oxfordjournals.jpart.a024390
  • Brislin, R. W. (1970). Back-translation for cross-cultural research. Journal of Cross-Cultural Psychology, 1(3), 185–216. https://doi.org/10.1177/135910457000100301
  • Brown, M. E., & Mitchell, M. S. (2010). Ethical and unethical leadership: Exploring new avenues for future research. Business Ethics Quarterly, 20(4), 583–616. https://doi.org/10.5840/beq201020439
  • Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595–616. https://doi.org/10.1016/j.leaqua.2006.10.004
  • Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134. https://doi.org/10.1016/j.obhdp.2005.03.002
  • Brunetto, Y., Teo, S. T. T., Farr-Wharton, R., Shacklock, K., & Shriberg, A. (2017). Individual and organizational support: Does it affect red tape, stress and work outcomes of police officers in the USA? Personnel Review, 46(4), 750–766. https://doi.org/10.1108/PR-12-2015-0319
  • Byrne, B. M. (2010). Structural equation modeling with AMOS: Basic consepts, applications, and programming (2nd ed.). Routledge.
  • Campbell, J. W. (2017). Red tape and transformational leadership: An organizational echelons perspective. Journal of Organizational Change Management, 30(1), 76–90. https://doi.org/10.1108/JOCM-01-2016-0004
  • Chen, F. F. (2007). Sensitivity of goodness of fit indexes to lack of measurement invariance. Structural Equation Modeling: A Multidisciplinary Journal, 14(3), 464–504. https://doi.org/10.1080/10705510701301834
  • Cheng, J., Zhang, L., Lin, Y., Guo, H., & Zhang, S. (2022). Enhancing employee wellbeing by ethical leadership in the construction industry: The role of perceived organizational support. Frontiers in Public Health, 10, 935557. https://doi.org/10.3389/fpubh.2022.935557
  • Cheung, G. W., & Rensvold, R. B. (2002). Evaluating goodness-of- fit ındexes for testing measurement ınvariance. Structural Equation Modeling: A Multidisciplinary Journal, 9(2), 233–255. https://doi.org/10.1207/S15328007SEM0902_5
  • Corduneanu, R., Dudau, A., & Kominis, G. (2020). Crowding-in or crowding-out: The contribution of self-determination theory to public service motivation. Public Management Review, 22(7), 1070–1089. https://doi.org/10.1080/14719037.2020.1740303
  • Crewson, P. E. (1997). Public-service motivation: Building empirical evidence of incidence and effect. Journal of Public Administration Research and Theory, 7(4), 499–518. https://doi.org/10.1093/oxfordjournals.jpart.a024363
  • Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An Interdisciplinary review. Journal of Management, 31(6), 874–900. https://doi.org/10.1177/0149206305279602
  • Crowson, M. (2021). Testing specific indirect effects in AMOS via user defined estimands. https://www.youtube.com/watch?v=gYE4yIjfFIA
  • Crucke, S., Kluijtmans, T., Meyfroodt, K., & Desmidt, S. (2022). How does organizational sustainability foster public service motivation and job satisfaction? The mediating role of organizational support and societal impact potential. Public Management Review, 24(8), 1155–1181. https://doi.org/10.1080/14719037.2021.1893801
  • Davidovitz, M., Cohen, N., & Gofen, A. (2021). Governmental response to crises and ıts ımplications for street-level ımplementation: Policy ambiguity, risk, and discretion during the COVID-19 pandemic. Journal of Comparative Policy Analysis: Research and Practice, 23(1), 120–130. https://doi.org/10.1080/13876988.2020.1841561
  • Davis, R. S. (2013). Unionization and work attitudes: How union commitment ınfluences public sector job satisfaction. Public Administration Review, 73(1), 74–84. https://doi.org/10.1111/j.1540-6210.2012.02609.x
  • Davis, R. S., & Stazyk, E. C. (2014). Making ends meet: How reinvention reforms complement public service motivation. Public Administration, 92(4), 919–936. https://doi.org/10.1111/j.1467-9299.2012.02112.x
  • DeHart-Davis, L., & Pandey, S. K. (2005). Red tape and public employees: Does perceived rule dysfunction alienate managers? Journal of Public Administration Research and Theory, 15(1), 133–148. https://doi.org/10.1093/jopart/mui007
  • Demirkaya, Y. (2016). New public management in Turkey: Local government reform. Routledge. https://doi.org/10.4324/9781315641287
  • Eisenbeiss, S. A., van Knippenberg, D., & Fahrbach, C. M. (2015). Doing well by doing good? Analyzing the relationship between CEO ethical leadership and firm performance. Journal of Business Ethics, 128(3), 635–651. https://doi.org/10.1007/s10551-014-2124-9
  • Eisenberger, R., Cummings, J., Armeli, S., & Lynch, P. (1997). Perceived organizational support, discretionary treatment, and job satisfaction. The Journal of Applied Psychology, 82(5), 812–820. https://doi.org/10.1037/0021-9010.82.5.812
  • Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500–507. https://doi.org/10.1037/0021-9010.71.3.500
  • Eisenberger, R., Rhoades Shanock, L., & Wen, X. (2020). Perceived organizational support: Why caring about employees counts. Annual Review of Organizational Psychology and Organizational Behavior, 7(1), 101–124. https://doi.org/10.1146/annurev-orgpsych-012119-044917
  • Freire, C., & Bettencourt, C. (2020). Impact of ethical leadership on job satisfaction: The mediating effect of work–family conflict. Leadership & Organization Development Journal, 41(2), 319–330. https://doi.org/10.1108/LODJ-07-2019-0338
  • Gagne, M., & Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331–362. https://doi.org/10.1002/job.322
  • George, B., Pandey, S. K., Steijn, B., Decramer, A., & Audenaert, M. (2021). Red tape, organizational performance, and employee outcomes: Meta-analysis, meta-regression, and research agenda. Public Administration Review, 81(4), 638–651. https://doi.org/10.1111/puar.13327
  • Giauque, D., Anderfuhren-Biget, S., & Varone, F. (2013). Stress perception in public organisations: Expanding the job demands-job resources model by ıncluding public service motivation. Review of Public Personnel Administration, 33(1), 58–83. https://doi.org/10.1177/0734371X12443264
  • Gould-Williams, J., & Davies, F. (2005). Using social exchange theory to predict the effects of HRM practice on employee outcomes: An analysis of public sector workers. Public Management Review, 7(1), 1–24. https://doi.org/10.1080/1471903042000339392
  • Gould-Williams, J. S., Mostafa, A. M. S., & Bottomley, P. (2015). Public service motivation and employee outcomes in the egyptian public sector: Testing the mediating effect of person-organization fit. Journal of Public Administration Research and Theory, 25(2), 597–622. https://doi.org/10.1093/jopart/mut053
  • Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2014). Multivariate data analysis: Pearson new ınternational. (7th ed.). Pearson Education.
  • Hameduddin, T., & Engbers, T. (2022). Leadership and public service motivation: A systematic synthesis. International Public Management Journal, 25(1), 86–119. https://doi.org/10.1080/10967494.2021.1884150
  • Harari, M. B., Herst, D. E. L., Parola, H. R., & Carmona, B. P. (2017). Organizational correlates of public service motivation: A meta-analysis of two decades of empirical research. Journal of Public Administration Research and Theory, 27(1), 68–84. https://doi.org/10.1093/jopart/muw056
  • Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress. The American Psychologist, 44(3), 513–524. https://doi.org/10.1037/0003-066X.44.3.513
  • Hobfoll, S. E. (2002). Social and psychological resources and adaptation. Review of General Psychology, 6(4), 307–324. https://doi.org/10.1037/1089-2680.6.4.307
  • Hobfoll, S. E. (2011). Conservation of resource caravans and engaged settings. Journal of Occupational and Organizational Psychology, 84(1), 116–122. https://doi.org/10.1111/j.2044-8325.2010.02016.x
  • Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44(2), 501–529. https://doi.org/10.1177/0149206316665461
  • Homberg, F., McCarthy, D., & Tabvuma, V. (2015). A meta‐analysis of the relationship between public service motivation and job satisfaction. Public Administration Review, 75(5), 711–722. https://doi.org/10.1111/puar.12423
  • Homberg, F., Vogel, R., & Weiherl, J. (2019). Public service motivation and continuous organizational change: Taking charge behaviour at police services. Public Administration, 97(1), 28–47. https://doi.org/10.1111/padm.12354
  • Houston, D. J. (2000). Public-service motivation: A multivariate test. Journal of Public Administration Research and Theory, 10(4), 713–728. https://doi.org/10.1093/oxfordjournals.jpart.a024288
  • Hsieh, C. W. (2018). No one can serve two masters: Revisiting the ınteraction effect of love of money and public service motivation on job satisfaction. Public Performance & Management Review, 41(4), 745–767. https://doi.org/10.1080/15309576.2018.1462214
  • Jacobsen, C. B., & Jakobsen, M. L. (2018). Perceived organizational red tape and organizational performance in public services. Public Administration Review, 78(1), 24–36. https://doi.org/10.1111/puar.12817
  • Johnson, R. E., Rosen, C. C., & Djurdjevic, E. (2011). Assessing the ımpact of common method variance on higher order multidimensional constructs. The Journal of Applied Psychology, 96(4), 744–761. https://doi.org/10.1037/a0021504
  • Kapucu, N., & Palabıyık, H. (2008). Turkish public administration: From tradition to the modern age. USAK Publications.
  • Karim, S., & Nadeem, S. (2019). Understanding the unique impact of dimensions of ethical leadership on employee attitudes leadership on employee attitudes. Ethics & Behavior, 29(7), 572–594. https://doi.org/10.1080/10508422.2019.1580582
  • Kaufmann, W., Taggart, G., & Bozeman, B. (2019). Administrative delay, red tape, and organizational performance. Public Performance & Management Review, 42(3), 529–553. https://doi.org/10.1080/15309576.2018.1474770
  • Kristensen, T. S., Borritz, M., Villadsen, E., & Christensen, K. B. (2005). The Copenhagen Burnout Inventory: A new tool for the assessment of burnout. Work & Stress, 19(3), 192–207. https://doi.org/10.1080/02678370500297720
  • Kurtessis, J. N., Eisenberger, R., Ford, M. T., Buffardi, L. C., Stewart, K. A., & Adis, C. S. (2017). Perceived organizational support: A meta-analytic evaluation of organizational support theory. Journal of Management, 43(6), 1854–1884. https://doi.org/10.1177/0149206315575554
  • Lagios, C., Nguyen, N., Stinglhamber, F., & Caesens, G. (2022). Dysfunctional rules in organizations: The mediating role of organizational dehumanization in the relationship between red tape and employees’ outcomes. European Management Journal, 1–12. https://doi.org/10.1016/j.emj.2022.06.002
  • Laschinger, H. K. S., & Fida, R. (2014). A time-lagged analysis of the effect of authentic leadership on workplace bullying, burnout, and occupational turnover intentions. European Journal of Work and Organizational Psychology, 23(5), 739–753. https://doi.org/10.1080/1359432X.2013.804646
  • Lavigna, B. (2015). Public service motivation and employee engagement. Public Administration Review, 75(5), 732–733. https://doi.org/10.1111/puar.12429
  • Lipsky, M. (2010). Street-level bureaucracy: Dilemmas of the ındividual in public services (30th anniv). Russell Sage Foundation.
  • Locke, E. A. (1969). What is job satisfaction? Organizational Behavior and Human Performance, 4(4), 309–336. https://doi.org/10.1016/0030-5073(69)90013-0
  • Locke, E. A. (1976). The nature and causes of job satisfaction. In M. D. Dunnette (Ed.), Handbook of ındustrial and organizational psychology (pp. 1297–1349). Rand McNally.
  • Martela, F., & Ryan, R. M. (2016). The benefits of benevolence: Basic psychological needs, beneficence, and the enhancement of well-being. Journal of Personality, 84(6), 750–764. https://doi.org/10.1111/jopy.12215
  • Maslach, C., & Leiter, M. P. (2016). Understanding the burnout experience: Recent research and its implications for psychiatry. World Psychiatry : Official Journal of the World Psychiatric Association (Wpa)), 15(2), 103–111. https://doi.org/10.1002/wps.20311
  • Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52(1), 397–422. https://doi.org/10.1016/B978-0-12-397045-9.00149-X
  • Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. B. (2009). How low does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes, 108(1), 1–13. https://doi.org/10.1016/j.obhdp.2008.04.002
  • Miao, Q., Eva, N., Newman, A., & Schwarz, G. (2019). Public service motivation and performance: The role of organizational identification. Public Money & Management, 39(2), 77–85. https://doi.org/10.1080/09540962.2018.1556004
  • Mo, S., & Shi, J. (2017). Linking ethical leadership to employee burnout, workplace deviance and performance: Testing the mediating roles of trust in leader and surface acting. Journal of Business Ethics, 144(2), 293–303. https://doi.org/10.1007/s10551-015-2821-z
  • Mostafa, A. M. S., & Abed El-Motalib, E. A. (2020). Ethical leadership, work meaningfulness, and work engagement in the public sector. Review of Public Personnel Administration, 40(1), 112–131. https://doi.org/10.1177/0734371X18790628
  • Moynihan, D. P., & Pandey, S. K. (2007). The role of organizations in fostering public service motivation. Public Administration Review, 67(1), 40–53. https://doi.org/10.1111/j.1540-6210.2006.00695.x
  • Moynihan, D. P., Wright, B. E., & Pandey, S. K. (2012). Working within constraints: Can transformational leaders alter the experience of red tape? International Public Management Journal, 15(3), 315–336. https://doi.org/10.1080/10967494.2012.725318
  • Oh, Y., & Lee, K. (2022). External control mechanisms and red tape: testing the roles of external audit and evaluation on red tape in quasi-governmental organizations. International Review of Administrative Sciences, 88(2), 355–372. https://doi.org/10.1177/0020852320974097
  • Peng, A. C., & Kim, D. (2020). A meta-analytic test of the differential pathways linking ethical leadership to normative conduct. Journal of Organizational Behavior, 41(4), 348–368. https://doi.org/10.1002/job.2427
  • Perry, J. L. (1996). Measuring public service motivation: An assessment of construct reliability and validity. Journal of Public Administration Research and Theory, 6(1), 5–22. https://doi.org/10.1093/oxfordjournals.jpart.a024303
  • Perry, J. L. (2000). Bringing society ın: Toward a theory of public-service motivation. Journal of Public Administration Research and Theory, 10(2), 471–488. https://doi.org/10.1093/oxfordjournals.jpart.a024277
  • Perry, J. L., & Wise, L. R. (1990). The motivational bases of public service. Public Administration Review, 50(3), 367–373. https://doi.org/10.2307/976618
  • Petrovsky, N., Xin, G., & Yu, J. (2023). Job satisfaction and citizen satisfaction with street-level bureaucrats: Is there a satisfaction mirror? Journal of Public Administration Research and Theory, 33(2), 279–295. https://doi.org/10.1093/jopart/muac022
  • Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. The Journal of Applied Psychology, 88(5), 879–903. https://doi.org/10.1037/0021-9010.88.5.879
  • Potipiroon, W., & Faerman, S. (2020). Tired from working hard? Examining the effect of organizational citizenship behavior on emotional exhaustion and the buffering roles of public service motivation and perceived supervisor support. Public Performance & Management Review, 43(6), 1260–1291. https://doi.org/10.1080/15309576.2020.1742168
  • Potipiroon, W., & Ford, M. T. (2017). Does public service motivation always lead to organizational commitment? Examining the moderating roles of ıntrinsic motivation and ethical leadership. Public Personnel Management, 46(3), 211–238. https://doi.org/10.1177/0091026017717241
  • Preacher, K. J., & Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, 40(3), 879–891. https://doi.org/10.3758/BRM.40.3.879
  • Qing, M., Asif, M., Hussain, A., & Jameel, A. (2020). Exploring the impact of ethical leadership on job satisfaction and organizational commitment in public sector organizations: the mediating role of psychological empowerment. Review of Managerial Science, 14(6), 1405–1432. https://doi.org/10.1007/s11846-019-00340-9
  • Rainey, H. G. (2009). Understanding and managing public organizations. Jossey-Bass.
  • Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. The Journal of Applied Psychology, 87(4), 698–714. https://doi.org/10.1037//0021-9010.87.4.698
  • Ritz, A., Brewer, G. A., & Neumann, O. (2016). Public service motivation: A systematic literature review and outlook. Public Administration Review, 76(3), 414–426. https://doi.org/10.1111/puar.12505
  • Ryan, R. M., & Deci, E. L. (2002). Overview of self-determination theory: An organismic dialectical perspective. In E. L. Deci & R. M. Ryan (Eds.), Handbook of self-determination research (pp. 3–33). University of Rochester Press.
  • Schaubroeck, J. M., Hannah, S. T., Avolio, B. J., Kozlowski, S. W. J., Lord, R. G., Treviño, L. K., Dimotakis, N., & Peng, A. C. (2012). Embedding ethical leadership within and across organization levels. Academy of Management Journal, 55(5), 1053–1078. https://doi.org/10.5465/amj.2011.0064
  • Schaufeli, W. B. (2015). Engaging leadership in the job demands-resources model. Career Development International, 20(5), 446–463. https://doi.org/10.1108/CDI-02-2015-0025
  • Schwarz, G., Eva, N., & Newman, A. (2020). Can public leadership ıncrease public service motivation and job performance? Public Administration Review, 80(4), 543–554. https://doi.org/10.1111/puar.13182
  • Sciepura, B., & Linos, E. (2022). When perceptions of public service harms the public servant: Predictors of burnout and compassion fatigue in government. Review of Public Personnel Administration, 0734371X2210815. https://doi.org/10.1177/0734371X221081508
  • Shim, D. C., & Park, H. H. (2019). Public service motivation in a work group: Role of ethical climate and servant leadership. Public Personnel Management, 48(2), 203–225. https://doi.org/10.1177/0091026018806013
  • Shim, D. C., Park, H. H., Keum, J., & Kim, S. (2021). Street-level bureaucrats’ work engagement: Can public managers’ servant-leader orientation make a difference? Public Personnel Management, 50(3), 307–326. https://doi.org/10.1177/0091026020941043
  • Steenkamp, J.-B E. M., & Baumgartner, H. (1998). Assessing measurement ınvariance in. Journal of Consumer Research, 25(1), 78–107. https://doi.org/10.1086/209528
  • Treviño, L. K., Hartman, L. P., & Brown, M. (2000). Moral person and moral manager: How executives develop a reputation for ethical leadership. California Management Review, 42(4), 128–142. https://doi.org/10.2307/41166057
  • Tummers, L. G., & Bakker, A. B. (2021). Leadership and job demands-resources theory: A systematic review. Frontiers in Psychology, 12(September), 722080. https://doi.org/10.3389/fpsyg.2021.722080
  • Tummers, L. L. G., Bekkers, V., Vink, E., & Musheno, M. (2015). Coping during public service delivery: A conceptualization and systematic review of the literature. Journal of Public Administration Research and Theory, 25(4), 1099–1126. https://doi.org/10.1093/jopart/muu056
  • Turkey Statistics. (2023). TUIK. https://cip.tuik.gov.tr/
  • Van Wart, M. (2013). Administrative leadership theory: A reassessment after 10 years. Public Administration, 91(3), n/a–n/a. https://doi.org/10.1111/padm.12017
  • Walker, R. M., & Brewer, G. A. (2009). Can public managers reduce red tape? The role of internal management in overcoming external constraints. Policy & Politics, 37(2), 255–272. https://doi.org/10.1332/030557309X39787
  • Wang, I. A., Lin, S. Y., Chen, Y. S., & Wu, S. T. (2022). The influences of abusive supervision on job satisfaction and mental health: the path through emotional labor. Personnel Review, 51(2), 823–838. https://doi.org/10.1108/PR-11-2018-0465
  • Williams, L. J., Vandenberg, R. J., & Edwards, J. R. (2009). 12 structural equation modeling in management research: A guide for ımproved analysis. The Academy of Management Annals, 3(1), 543–604. https://doi.org/10.1080/19416520903065683
  • Wilms, R., Mäthner, E., Winnen, L., & Lanwehr, R. (2021). Omitted variable bias: A threat to estimating causal relationships. Methods in Psychology, 5(4), 100075. https://doi.org/10.1016/j.metip.2021.100075
  • Wright, B. E., Hassan, S., & Park, J. (2016). Does a public service ethic encourage ethical behaviour? Public service motivation, ethical leadership and the willingness to report ethical problems. Public Administration, 94(3), 647–663. https://doi.org/10.1111/padm.12248
  • Wright, B. E., Moynihan, D. P., & Pandey, S. K. (2012). Pulling the levers: Transformational leadership, public service motivation, and mission valence. Public Administration Review, 72(2), 206–215. https://doi.org/10.1111/j.1540-6210.2011.02496.x
  • Zeng, X., Zhang, X., Chen, M., Liu, J., & Wu, C. (2020). The ınfluence of perceived organizational support on police job burnout: A moderated mediation model. Frontiers in Psychology, 11(May), 948. https://doi.org/10.3389/fpsyg.2020.00948

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.