Resolving the adaptive performance problems in the public sector using purposeful leadership: an empirical investigation in Ghana
International Journal of Public Leadership
ISSN: 2056-4929
Article publication date: 3 May 2024
Issue publication date: 3 June 2024
Abstract
Purpose
Performance problems in the public sector (PS) necessitate adaptation due to the sector’s uniqueness. Purposeful leadership (PL) may resolve PS adaptive performance (AP) problems. However, there is a paucity of research on the influence of PL on AP. Using data from three large PS organisations in Ghana, this research explores the relationship between PL and AP through job satisfaction (JS) and organisational identification (OI). It also explores the moderating effect of organisational integrity (IN) on the PL–JS and PL–OI relationships.
Design/methodology/approach
This paper created and tested a research model using the responses of 875 public servants in Smart PLS 4. Contract fulfilment and perceived organisational support functioned as control factors influencing JS (an intervener). Perceived procedural justice and psychological need satisfaction serve as control factors for OI (another intervener). Age, sex, tenure, education and job position were used as control variables in AP. To assess the role of moderation, we utilised the product indicator approach, and to estimate the role of mediation, we used variance accounted for (VAF). A significance level of 5% was established.
Findings
As anticipated, this study found that PL and AP had a significantly positive connection (t = 2.229, p = 0.000, β = 0.138). Both JS (VAF = 27.37%) and OI (VAF = 39.21%) partially mediated this connection. IN positively moderated the PL–JS (t = 4.249, p = 0.000, β = 0.165) and PL–OI (t = 3.704, p = 0.002, β = 0.099) connections.
Research limitations/implications
This paper provides a theoretical and empirical understanding of the PL–AP relationship, how this relationship is facilitated and how the PL–JS and PL–OI relationships are strengthened. It provides a roadmap for upcoming scholars to test the hypotheses in diverse PS contexts globally to broaden the field of leadership. It will be insightful to show how JS and OI jointly mediate this relationship and the potential mediating role of job embeddedness in further studies.
Practical implications
Human resource (HR) practices in PS organisations, such as selecting, leadership enhancement initiatives, promotions, training and performance evaluations, must be guided by a “values-driven strategy” if leadership is to find, cultivate and keep employees capable of devising innovative strategies to manage unforeseen circumstances at work. The leaders are required to demonstrate the values of their organisations in order to set up a role model.
Social implications
This study highlights the obstacles that purposeful leaders have the potential to mitigate, as well as the prospects that they might offer. It shows the essence for PS organisations to uphold and maintain high integrity standards as their hallmark.
Originality/value
This paper is the first to create and test a research model that shows the relationship between PL and AP. It also shows the different mechanisms (JS and OI) that make this effect possible, as well as the good work environment (i.e. IN) that allows the PL–JS and PL–OI relationships to grow.
Keywords
Acknowledgements
This manuscript has been significantly improved in both quantity and standard thanks to feedback from the Editor-in-Chief, Professor Tim Mau and blind assessors.
Citation
Konadu, K., Koomson, S., Opoku Mensah, A., Abraham, E.M., Nkrumah, E.N.K., Amuzu, J., Agyapong, J.-A.M., Bempong, A.E. and Markwei, U. (2024), "Resolving the adaptive performance problems in the public sector using purposeful leadership: an empirical investigation in Ghana", International Journal of Public Leadership, Vol. 20 No. 2, pp. 168-183. https://doi.org/10.1108/IJPL-12-2023-0105
Publisher
:Emerald Publishing Limited
Copyright © 2024, Emerald Publishing Limited