Impact of Ethical Leadership on Job Satisfaction and Work-Related Burnout among Turkish Street-Level Bureaucrats: The Roles of Public Service Motivation, Perceived Organizational Support, and Red Tape
{"title":"Impact of Ethical Leadership on Job Satisfaction and Work-Related Burnout among Turkish Street-Level Bureaucrats: The Roles of Public Service Motivation, Perceived Organizational Support, and Red Tape","authors":"Bulent Uluturk, Elgiz Yilmaz Altuntas, Tuba Isik","doi":"10.1080/15309576.2023.2256705","DOIUrl":null,"url":null,"abstract":"AbstractThe present study examines the impact of ethical leadership on job satisfaction and work-related burnout (WRB) among street-level bureaucrats through the mediating roles of public service motivation (PSM), perceived organizational support (POS), and red tape by employing social exchange, conservation of resources, social learning, self-determination, and job demands-resources theories. Data from 712 street-level bureaucrats were collected in three waves in Turkey. The findings of structural equation modeling revealed that ethical leadership not only directly but also indirectly affects job satisfaction and WRB. Moreover, ethical leadership was effective in influencing employees’ perceptions of job demands and resources in public sector organizations. The results are consistent with theoretical predictions that PSM is a motivational construct influenced by leadership and job resources, which in turn affects employee outcomes. The results also indicated that job resources (i.e., perceived organizational support) played a more significant role than job demands (i.e., red tape) in determining the effects of ethical leadership on employee outcomes.Keywords: Ethical leadershipperceived organizational supportpublic managementpublic service motivationred tape Additional informationNotes on contributorsBulent UluturkBulent Uluturk is a member of the Turkish National Police Department. He has received doctoral degree in public administration from the University of Baltimore. His research interests include street-level bureaucracy, leadership, public service motivation, performance, and organizational behavior.Elgiz Yilmaz AltuntasElgiz Yilmaz Altuntas has received her PhD in organizational communication from the Université Bordeaux Montaigne. She is an associate professor in the Department of Communication at the Galatasaray University. Her research interests include brand management, corporate communication, and interpersonal communication.Tuba IsikTuba Isik has completed her doctorate in Istanbul University, Faculty of Communication, Department of Journalism. She is an associate professor in the Department of Public Relations and Advertising at the Agri İbrahim Cecen University. Her research interests focus on digital communication, communication studies, health communication, and mass communication.","PeriodicalId":47571,"journal":{"name":"Public Performance & Management Review","volume":"22 1","pages":"0"},"PeriodicalIF":2.2000,"publicationDate":"2023-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"2","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Public Performance & Management Review","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1080/15309576.2023.2256705","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"PUBLIC ADMINISTRATION","Score":null,"Total":0}
引用次数: 2
Abstract
AbstractThe present study examines the impact of ethical leadership on job satisfaction and work-related burnout (WRB) among street-level bureaucrats through the mediating roles of public service motivation (PSM), perceived organizational support (POS), and red tape by employing social exchange, conservation of resources, social learning, self-determination, and job demands-resources theories. Data from 712 street-level bureaucrats were collected in three waves in Turkey. The findings of structural equation modeling revealed that ethical leadership not only directly but also indirectly affects job satisfaction and WRB. Moreover, ethical leadership was effective in influencing employees’ perceptions of job demands and resources in public sector organizations. The results are consistent with theoretical predictions that PSM is a motivational construct influenced by leadership and job resources, which in turn affects employee outcomes. The results also indicated that job resources (i.e., perceived organizational support) played a more significant role than job demands (i.e., red tape) in determining the effects of ethical leadership on employee outcomes.Keywords: Ethical leadershipperceived organizational supportpublic managementpublic service motivationred tape Additional informationNotes on contributorsBulent UluturkBulent Uluturk is a member of the Turkish National Police Department. He has received doctoral degree in public administration from the University of Baltimore. His research interests include street-level bureaucracy, leadership, public service motivation, performance, and organizational behavior.Elgiz Yilmaz AltuntasElgiz Yilmaz Altuntas has received her PhD in organizational communication from the Université Bordeaux Montaigne. She is an associate professor in the Department of Communication at the Galatasaray University. Her research interests include brand management, corporate communication, and interpersonal communication.Tuba IsikTuba Isik has completed her doctorate in Istanbul University, Faculty of Communication, Department of Journalism. She is an associate professor in the Department of Public Relations and Advertising at the Agri İbrahim Cecen University. Her research interests focus on digital communication, communication studies, health communication, and mass communication.
期刊介绍:
Public Performance & Management Review (PPMR) is a leading peer-reviewed academic journal that addresses a broad array of influential factors on the performance of public and nonprofit organizations. Its objectives are to: Advance theories on public governance, public management, and public performance; Facilitate the development of innovative techniques and to encourage a wider application of those already established; Stimulate research and critical thinking about the relationship between public and private management theories; Present integrated analyses of theories, concepts, strategies, and techniques dealing with performance, measurement, and related questions of organizational efficacy; and Provide a forum for practitioner-academic exchange. Continuing themes include, but are not limited to: managing for results, measuring and evaluating performance, designing accountability systems, improving budget strategies, managing human resources, building partnerships, facilitating citizen participation, applying new technologies, and improving public sector services and outcomes. Published since 1975, Public Performance & Management Review is a highly respected journal, receiving international ranking. Scholars and practitioners recognize it as a leading journal in the field of public administration.