A double-edged sword of prosocial motivation: The influence of perceived leader and team prosocial motivation on rescue volunteers’ work engagement and job burnout (Record no. 532691)
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| 000 -LEADER | |
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| fixed length control field | 02366nam a22001457a 4500 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 260224b ||||| |||| 00| 0 eng d |
| 100 ## - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Potiproon, Wisanupong and Tongsongsom, Kridnawin |
| 245 ## - TITLE STATEMENT | |
| Title | A double-edged sword of prosocial motivation: The influence of perceived leader and team prosocial motivation on rescue volunteers’ work engagement and job burnout |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) | |
| Place of publication, distribution, etc | Asia Pacific Journal of Public Administration |
| 300 ## - PHYSICAL DESCRIPTION | |
| Extent | 47(4), Dec, 2025: p.346-370 |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc | Emergency service volunteers face extraordinary challenges that undermine their well-being. Central to navigating these challenges is prosocial motivation – the drive to benefit others. While past research has identified antecedents of volunteers’ prosocial motivation, less is known about how social cues from leaders and peers shape this motivation in high-stakes settings. This study focuses on perceived leader prosocial motivation and perceived team prosocial motivation. Drawing on self-determination theory, we further distinguish between pleasure-based and pressure-based prosocial motivations and examine their influence on volunteers’ work engagement and job burnout. Survey data from 476 rescue volunteers across 50 charitable organisations in Thailand reveal that both perceived leader and team prosocial motivations increase engagement and reduce burnout through pleasure-based prosocial motivation. However, perceived team prosocial motivation also increases burnout via pressure-based prosocial motivation. These findings advance scholarship on the bright and dark sides of prosocial motivation – and the broader construct of public service motivation (PSM) – by showing that prosocial motivation is not always a uniformly positive force. The study moves beyond viewing prosocial motivation as a single, positive construct by distinguishing between its autonomous and controlled forms, linking them to both positive and negative well-being outcomes in high-stakes volunteer service.-Reproduced https://www.tandfonline.com/doi/full/10.1080/23276665.2025.2563543 |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name as entry element | Leader prosocial motivation, Team prosocial motivation, Pleasure-based prosocial motivation, Pressure-based prosocial motivation, Public service motivation (PSM), Well-being. |
| 9 (RLIN) | 59505 |
| 773 ## - HOST ITEM ENTRY | |
| Main entry heading | Asia Pacific Journal of Public Administration |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Item type | Articles |
| Withdrawn status | Lost status | Source of classification or shelving scheme | Damaged status | Not for loan | Permanent location | Current location | Date acquired | Serial Enumeration / chronology | Barcode | Date last seen | Koha item type |
|---|---|---|---|---|---|---|---|---|---|---|---|
| Indian Institute of Public Administration | Indian Institute of Public Administration | 2026-02-24 | 47(4), Dec, 2025: p.346-370 | AR138224 | 2026-02-24 | Articles |