Journal Articles

Change-Oriented Organizational Citizenship Behavior in Public Administration: The Power of Leadership and the Cost of Organizational Politics

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Using a well-grounded theory of organizational citizenship behavior, this study attempts to extend the meaning of the good soldier syndrome beyond its common boundaries of the business sector. We follow Bettencourt's (2004) conceptualization and model of change-oriented organizational citizenship behavior (OCB) to explain why and how public employees engage in activities targeted at changing and improving the public work environment and its job processes even when no formal rewards are offered in return. We extend Bettencourt's model and demonstrate its usefulness and contribution to public administration organizations, focusing especially on leadership behavior, leader-member exchange relations, and perceptions of organizational politics in public agencies. A field study of 217 public personnel in a large public health care organization yields interesting findings, demonstrating the uniqueness of change-oriented OCB over classical OCB measures (individual and organizational), the general positive effect of leadership on OCB and the moderating effect of perceptions of politics in this relationship. Implications of the findings are developed and discussed in the context of modern public administration.

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Detail Information

Series Title

Journal of Public Administration Research & Theory

Call Number

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Publisher

Oxford, UK : Oxford University Press., 2012

Collation

p. 573-596

Language

English

ISBN/ISSN

1053-1858

Classification

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Content Type

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Media Type

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Carrier Type

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Edition

Volume 22 Issue 3 July 2012 p. 573-596

Subject(s)

Leadership
Public administration
Organizational

Specific Detail Info

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