Enabling or overloading? The double-edged role of E-leadership in civil servant's change-oriented organizational citizenship behaviors
基于工作要求-资源模型，通过对279名中国公务员的两轮调查，发现电子领导力通过数字工作重塑正向影响变革导向组织公民行为，同时通过信息技术过载产生负向影响，且绩效考核目的调节这一双刃剑效应。
Extant research shows the adaptability of E‑leadership to the demands of the digital era. However, its potential effects have not received ample empirical attention in the public sector. Drawing on Job Demands-Resources (JD-R) model, this study examines the double-edged role of E‑leadership on civil servants' change-oriented organizational citizenship behavior (OCB). Through a two-wave survey of 279 Chinese civil servants, structural equation modeling findings indicate that: (a) from a job-resource perspective, E‑leadership positively correlates with change-oriented OCB via digital job crafting; (b) from a job-demand perspective, E‑leadership negatively relates to change-oriented OCB via information technology overload; (c) performance appraisal purpose serves as a boundary condition influencing this double-edge sword. The results enrich e‑leadership research in the public sector by revealing a dual mediating mechanism through digital job crafting and IT overload and offer managerial guidance on using developmental appraisal to augment civil servants' change-oriented OCB during digital transformation efforts in the public sector. • E -leadership plays dual-edged role (enabling or overloading) in employees' change-oriented OCB. • Developmental appraisal strengthens the positive path via digital job crafting. • Evaluative appraisal amplifies the negative path via IT overload. • Advances micro-level understanding of digital leadership in public service. • Informs policy on designing supportive digital environments for civil servants.