01457pab a2200217 454500008004000000100002700040245008700067260000900154300001500163362000800178520077600186650001500962650001400977650001500991700002201006700002501028773005101053909001101104999001901115952010501134180718b2017   xxu||||| |||| 00| 0 eng d  aBro, Louise Ladegaard   aLow-hanging fruit: leadership, perceived prosocial impact, and employee motivation  c2017  ap.717-729.  aSep  aTransformational leadership affects public service motivation, but little is known about the context dependency of this association. If citizen contact and, therefore, relative perceived impacts on others and society differ, the association between transformational leadership and motivation is also expected to differ. Analyzing public employees and their leaders from four organizational contexts, we find that employees have relatively higher perceived impact on others and are more user-oriented in contexts with high citizen contact. The association between transformational leadership and employee motivation also depends on employees' perceived impact, implying that some fruit hangs lower than other when leaders try to increase employee motivation. - Reproduced.  aLeadership  aEmployees  aMotivation  aBollingtoft, Anne  aAndersen, Lotte Bogh  aInternational Journal of Public Administration  a116054  c116048d116048  00104070aIIPAbIIPAd2018-07-19hVolume no: 40, Issue no: 9pAR116514r2018-07-19w2018-07-19yAR