Do Leader Relational Behaviors Impact Subordinates' Change-Oriented OCB in Public Sector:The Roles of Public Service Motivation and Perceived Organizational Support
- 公共事务－已发表论文 
近年来,变革型组织公民行为作为组织改变现状、应对外部环境迅速变化的重要员工行为特征受到了广泛关注,但相关研究主要以企业为研究对象,鲜有文献针对政府部门的变革型组织公民行为展开深入讨论。本文根据已有的领导理论、公共服务动机理论以及管理学相关理论,首次以我国的政府部门为研究背景,实证检验了领导关系型行为与下属变革型组织公民行为的关系,以及下属公共服务动机和组织支持感在其中所发挥的中介、调节作用。以383名厦门市公务员的问卷调查结果为研究样本,研究发现,领导关系型行为能够显著地影响下属的变革型组织公民行为,且下属公共服务动机在其中发挥了完全中介的作用;组织支持感在领导关系型行为与下属公共服务动机的关系中具有显著的正向调节作用。本文的研究结论有助于丰富政府部门背景下的变革型组织公民行为研究成果并且为政府部门发展员工的变革型组织公民行为提供了有价值的启示。The purpose of the study is to examine the relationship between leader relational behaviors and subordinates' change-oriented organizational citizenship behavior(OCB) and explore the mediating role of public service motivation and the moderating role of perceived organizational support in the relationship. The questionnaire survey involving 383 employees in the public sector from Xiamen city was conducted in this paper. Based on leadership theory,public service motivation and relevant management theory,empirical results show that leader relational behaviors have significant impact on subordinates' change-oriented OCB and subordinates' public service motivation plays fully mediating role in this relationship. Furthermore,perceived organizational support significantly moderates the relationship between leader relational behaviors and subordinates' public service motivation. The first limitation of the study is that the samples only involve the employees in the public sector from Xiamen city,which makes it difficult to generalize the results to other cities. Common method bias,that is all the data from employees' self-report,is also a limitation. In addition,the measures used in the study are mainly developed from western countries,which make the study less context-sensitive. Finally,the use of cross-sectional data precludes conclusions about directionality of the relationship. The conclusions provide valuable implications for the development of change-oriented OCB in the public sector. Developing leader relational behaviors and perceived organizational support are both important to improve public service motivation which further contributes to change-oriented OCB. These conclusions not only enrich the existing literature of change-oriented OCB in the context of public sector but also provide the empirical evidence to advocate the development of leader relational behaviors,public service motivation and perceived organizational support in improving the employees' change-oriented OCB in the public sector.