As one promise of transformational leadership (TFL), it inspires public servants to perform beyond expectations and embrace needed change. However, it remains unclear whether TFL is linked to reduced stress and exhaustion or whether 'performance beyond expectations' comes at the expense of followers' increased stress. In line with the 'too-much-of-a-good-thing' effect, this article contributes to our understanding of leadership in public organizations by investigating the curvilinear effect of TFL on emotional exhaustion through interpersonal relationships with the leader (LMX). The results based on a two-wave study of 806 French police officers support the expectation of a curvilinear relationship.
Purpose Stress issues are a major concern for public organisations, especially in law enforcement. Organisational context is to blame for high levels of stress and low performance. Thus, the purpose of this paper is twofold. First, the authors aim to understand how one contextual variable – organisational stressors that emanate from the police station’s characteristics – affect organisational citizenship behaviour (OCB). The second research aim is to assess how promoting trust in the police station can help mitigate the negative effects of these stressors. Based on the job demands – resources framework, the model posits that organisational stressors initiate a health-impairment process through an emotional-exhaustion climate, that can ultimately damage collective OCBs. The authors also propose that fostering a trust climate, as job resource, buffer the undesirable and negative impact of organisational stressors on exhaustion climate and collective OCB. Design/methodology/approach The paper opted for a quantitative study. Based on a sample of 718 police officers from 70 French Police stations, the authors follow the procedure outlined by Preacher (2013) to test the moderated-mediation model. Findings The study show that organisational stressors initiate a health-impairment process through an emotional-exhaustion climate, that can ultimately damage collective OCBs. The authors also demonstrate that fostering a trust climate, as job resource, will not decrease negative effects of organisational stressors but only contained them. Low-trust climate and moderate trust climate will, on the contrary, amplified the negative effects of these organisational stressors. Originality/value This paper fulfils an identified need to study stressors-strain-performance relationship at the collective level in a large sample of police officers. The paper includes implications for the development of interventions at the collective level.
Tous droits réservés © Département des relations industrielles de l'Université Laval, 2016Ce document est protégé par la loi sur le droit d'auteur. L'utilisation des services d'Érudit (y compris la reproduction) est assujettie à sa politique d'utilisation que vous pouvez consulter en ligne.https://apropos.erudit.org/fr/usagers/politique-dutilisation/ Cet article est diffusé et préservé par Érudit.Érudit est un consortium interuniversitaire sans but lucratif composé de l'Université de Montréal, l'Université Laval et l'Université du Québec à Montréal. Il a pour mission la promotion et la valorisation de la recherche. Résumé de l'article Les questions de justice et d'équité demeurent une préoccupation majeure pour les salariés. Or, les formes de justice organisationnelle ont des effets différenciés sur les comportements de citoyenneté organisationnelle. Dans cet article, nous nous sommes intéressés au rôle médiateur de l'engagement au travail. En nous appuyant sur le modèle des exigences et des ressources de l'emploi (Demerouti et al., 2001), nous proposons un modèle intégrateur qui soutient que la justice organisationnelle perçue joue le rôle de ressource de l'emploi et favorisera l'engagement au travail qui, à son tour, va encourager les comportements de citoyenneté. Nous supposons ainsi que les différentes formes de justice ont des propriétés motivantes qui conduisent à un haut niveau d'engagement au travail et, en conséquence, un niveau de performance extra rôle élevé. Notre étude permet de mettre en lumière le processus motivationnel, au travers de l'engagement au travail, entre les différentes formes de justice perçues et les comportements de citoyenneté organisationnelle.Cette recherche porte sur le contexte spécifique de la police française qui, avec la mise en place de nouveaux outils de management, se heurte à une problématique inédite d'équité, et non plus d'égalité. C'est à notre connaissance, la première étude, en France, à examiner les problématiques de justice dans le contexte de la police française. Les résultats, provenant d'un échantillon de 718 fonctionnaires de police, indiquent que le dévouement des policiers est la dimension de l'engagement au travail qui explique le mieux les effets des dimensions de la justice organisationnelle, telle que perçue par eux, sur leurs comportements de citoyenneté organisationnelle. Les implications en termes de pratiques RH dans la police sont ensuite discutées.Le rôle médiateur de l'engagement au travail dans la relation entre la justice organisationnelle et les comportements de citoyenneté : le cas de la police française
Drawing on regulatory focus theory, we investigate how public employees' regulatory orientations (promotion and prevention focus) at work affect public service motivation (PSM) and change-oriented and maintenance-oriented organizational citizenship behavior (change-OCB; maintenance-OCB). The results, based on a three-wave study of 1,397 French police officers, empirically support expectations that the two regulatory orientations may activate PSM differently and are positively associated with change-OCB and maintenance-OCB. These findings underline the role of regulatory orientations as key psychological sources of PSM and OCB, extending existing public administration knowledge. This article suggests that police organizations could benefit from integrating regulatory focus insights into their practices. Evidence for Practice• This study shows the importance of two orientations-promotion and prevention focus at work-to fostering public service motivation (PSM) and organizational citizenship behavior (OCB). • Promotion focus is positively related to attraction to public service and self-sacrifice, while prevention focus is positively associated with commitment to public value and self-sacrifice. • Self-sacrifice acts as a central element in promoting change-OCB and maintenance-OCB.• To promote PSM and OCB, police organizations should address both regulatory orientations (promotion and prevention) in their practices.
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