Public service motivation and continuous organizational change: Taking charge behaviour at police services

Building change capabilities into public organizations is a challenge for strategic management. This study focuses on the micro-level of extra-role behaviors that contribute to continuous improvements in working procedures at the front-end of organizations (i.e. taking charge behavior; TCB). More particularly, we examine public service motivation (PSM) as a key variable mediating between perceived practices and TCB of street-level bureaucrats. The analyses are based on survey data from a state police force in Germany (N=1,165). Results confirm the role of PSM as full mediator, but this mediation is limited to the relationship between leadership behaviors and TCB, while perceived organizational characteristics – except for red tape – have direct positive impact on TCB.