Diss. Linköping : Univ., 2001.

Thesis (Ph. D.)--University of Pennsylvania, 1918.

Thesis (M.S.)--Kutztown University of Pennsylvania, 1991. / Source: Masters Abstracts International, Volume: 45-06, page: 2724. Abstract precedes thesis as 3 preliminary leaves. Typescript. Includes bibliographical references (leaf 48).

Thesis (Ph. D.)--University of Pennsylvania, 1918.

Thesis (M.A.)--University of Wisconsin--Madison. / Typescript. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 148-164).

Thesis (M.A.)--University of Missouri-Columbia, 2008. / The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on August 14, 2009) Vita. Includes bibliographical references.

Thesis (Ph. D.)--University of Minnesota, 1980. / Includes bibliographical references (p. 278-289).

Thesis (Ph. D.)--Virginia Polytechnic Institute and State University, 1978. / Vita. Includes bibliographical references (leaves 76-77).

Thesis--University of Wisconsin--Madison. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 302-322).

This study develops a theoretical framework to examine the major dimensions of transformational leadership style (TLS), public service motivation (PSM), organizational citizenship behavior (OCB), and public organization performance (POP). It is hypothesized that when employees perceived a public organization is practicing a transformational leadership style, they are likely to have a favorable view on the performance of their organization, but the effect is indirect and mediated by OCB. At the same time, if employees have a strong desire to serve and improve the welfare of others, they are likely to perform beyond their job requirements and thus, likely to express a positive view on the organizational performance. A structural equation modeling was used to examine 1,016 public employees (67.7% response rate) in the Guadalajara metropolitan area, Mexico i.e., concerning their perceptions about leadership style, motivation to serve in the public sector, citizenship behaviors, and public organizational performance. The results suggest that if Mexican public employees perceived their leaders to adopt a transformational leadership style, they were likely to have a favorable view on the performance of their organization (direct effect); and that, the effect is mediated by their tendency to engage in activities that would contribute to the functioning of the organization without expecting any kinds of reward (indirect effect). In addition, if employees have a strong motivation to serve in the public sector, they are also likely to have a favorable view on the performance of the organization; and that, the positive effect is mediated by their tendency to act for the goodness of other employees and organizations without expecting some form of reward (indirect effect). A multi-group analysis, based on the hypothesized model, revealed the associations varied across three groups: difference between male and female, places of employment within the public sector (i.e., local or state government), and job descriptions or major tasks performed by employees in an organization (i.e., services oriented or administrative role).