| Acknowledgements | 第6-7页 |
| Dedications | 第7-8页 |
| Abstract | 第8页 |
| CHAPTER 1 Introduction | 第14-32页 |
| 1.1 Overview of the Republic of Botswana | 第17-22页 |
| 1.1.2 Botswana's economy and social development | 第17-22页 |
| 1.2 Background to the problem | 第22-26页 |
| 1.3 Statement of the problem and research questions | 第26-28页 |
| 1.4 Theoretical framework and research philosophy | 第28-29页 |
| 1.5 Significance of the study | 第29-30页 |
| 1.6 Proposed Research Model | 第30页 |
| 1.7 Layout of the study | 第30-32页 |
| CHAPTER 2 Literature review | 第32-82页 |
| 2.1 Theoretical Framework | 第32-38页 |
| 2.1.1 Social Exchange Theory | 第32-33页 |
| 2.1.2 Addressing literature gaps in Social Exchange Theory | 第33-37页 |
| 2.1.3 Determining the causal direction of the exchange | 第37-38页 |
| 2.2 Leadership Styles | 第38-53页 |
| 2.2.1 Transformational Leadership | 第38-40页 |
| 2.2.2 Ethical Leadership | 第40-42页 |
| 2.2.3 Responsible leadership | 第42-47页 |
| 2.2.4 The missing responsibility dimension in transformational and ethical leadership | 第47-50页 |
| 2.2.5 Antecedents of responsible leadership | 第50-51页 |
| 2.2.6 Outcomes of responsible leadership | 第51-53页 |
| 2.3 Followership | 第53-62页 |
| 2.3.1 Perspectives on followership | 第54-55页 |
| 2.3.2 Antecedents of followership and following behaviors | 第55-57页 |
| 2.3.3 Prototypical and Antiprotypical Implicit Schemas | 第57-59页 |
| 2.3.4 Outcomes of Implicit Leadership and Followership Theories | 第59-62页 |
| 2.4 Felt Obligation | 第62-64页 |
| 2.4.1 Determinants of Employee Felt Obligation | 第62-63页 |
| 2.4.2 Outcomes of Felt Obligations | 第63-64页 |
| 2.5 Psychological Safety | 第64-67页 |
| 2.5.1 Individual level of analysis | 第65-66页 |
| 2.5.2 Group/team level analysis | 第66-67页 |
| 2.5.3 Organizational level of analysis | 第67页 |
| 2.6 Power Distance Orientation | 第67-72页 |
| 2.6.1 Culture | 第68页 |
| 2.6.2 Hofstede's Cultural Dimensions | 第68-70页 |
| 2.6.3 Power Distance vs. Low Power Distance organizational outcomes | 第70-72页 |
| 2.7 Research Model and Hypotheses | 第72-82页 |
| 2.7.1 Definition of terms | 第73-74页 |
| 2.7.2 Responsible leadership and employee prototypical following behaviors | 第74-75页 |
| 2.7.3 Mediating role of felt obligation | 第75-76页 |
| 2.7.4 Mediating role psychological safety | 第76-77页 |
| 2.7.5 Moderation role of Power Distance Orientation | 第77-79页 |
| 2.7.6 Moderated mediation | 第79-80页 |
| 2.7.8 Hypothesis statements | 第80-81页 |
| 2.7.9 Hypothesized Research Model | 第81-82页 |
| CHAPTER 3 Methods | 第82-89页 |
| 3.1 Participants and Data Collection Procedures | 第82-85页 |
| 3.1.1 Population sample | 第82-83页 |
| 3.1.2 Management of Common Method Variance | 第83-85页 |
| 3.2 Methods and analysis tools | 第85-89页 |
| CHAPTER 4 Results | 第89-109页 |
| 4.1 Respondents Demographic data and descriptive statistics | 第89-98页 |
| 4.1.1 Respondents demographic data | 第89-90页 |
| 4.1.2 Descriptive Statistics and Correlation Matrix | 第90-92页 |
| 4.1.3 Model Fit Indices | 第92页 |
| 4.1.4 Internal consistency reliability scores | 第92-93页 |
| 4.1.5 Frequency Outputs | 第93-98页 |
| Employee perceptions of senior managers responsible leadership behavior | 第93-94页 |
| Implicit Followership Theories held by followers | 第94-95页 |
| Perceptions of workplace psychological safety | 第95-96页 |
| Employee's felt obligation | 第96-97页 |
| Employee's Power Distance Orientation | 第97-98页 |
| 4.2 Direct Effect | 第98-100页 |
| 4.3 Mediation Effects | 第100-104页 |
| PROCESS Model 4 Mediation analysis | 第101-104页 |
| 4.4 Moderation role of Power Distance Orientation | 第104-106页 |
| 4.5 Moderation effect | 第106-107页 |
| 4.6 Moderated Mediation of power distance orientation | 第107-109页 |
| CHAPTER 5 Discussion | 第109-120页 |
| 5.1 Main effect | 第109-111页 |
| 5.2 Mediation effect | 第111-114页 |
| 5.2.1 Felt Obligation | 第111-112页 |
| 5.2.2 Psychological Safety | 第112-114页 |
| 5.3 Moderation role of power distance orientation | 第114-117页 |
| 5.4 Moderated mediation | 第117-120页 |
| CHAPTER 6 Conclusion | 第120-135页 |
| 6.1 Summary of findings | 第120页 |
| 6.2 Practical implications | 第120-128页 |
| 6.2.1 National practical implications | 第120-124页 |
| 6.2.2 Global practical implications | 第124-126页 |
| 6.2.3 Implementation of responsible leadership and prototypical followership strategies in theBotswana Public sector | 第126-128页 |
| 6.3 Theoretical Implications | 第128-131页 |
| 6.4 Limitations of the study | 第131-132页 |
| 6.5 Directions for future research | 第132-135页 |
| Reference | 第135-146页 |
| Appendix | 第146-156页 |
| Appendix A Population sample | 第146-148页 |
| Appendix B Botswana Government structure | 第148-149页 |
| Appendix C Questionnaire | 第149-156页 |
