000			01340pab a2200205 454500
008			180718b2017 xxu||||| |||| 00| 0 eng d
100			_aBro, Louise Ladegaard
245			_aLow-hanging fruit: leadership, perceived prosocial impact, and employee motivation
260			_c2017
300			_ap.717-729.
362			_aSep
520			_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.
650			_aLeadership
650			_aEmployees
650			_aMotivation
700			_aBollingtoft, Anne
700			_aAndersen, Lotte Bogh
773			_aInternational Journal of Public Administration
909			_a116054
999			_c116048 _d116048