Transformational leadership and job performance of Maldives Civil Service employees, mediated by organisational commitment

Abstract

Purpose

Emerging research on public administration theory has highlighted the need for public sector managers to become better leaders by inspiring and motivating them to align themselves with their organisation's mission and vision. Therefore, transformational leadership has become increasingly appealing in public administration. This study investigates how transformational leadership affects the job performance of those in the Maldives' civil service. Furthermore, it tests the mediation effect of organisational commitment on the relationship between transformational leadership and the job performance of those working in the Maldives' civil service.

Design/methodology/approach

This study adopted a quantitative and cross-sectional design to collect data from 370 employees from different Maldives civil service offices. Data were collected through an online questionnaire, and structural equation modelling was used to test the hypotheses. The mediating effect was tested using bootstrapping.

Findings

The results reveal that transformational leadership did not significantly affect job performance. While a mediation effect was present, the effect size was within a small range.

Originality/value

The results of this study has important implications for the Maldives' civil service from a human resource management perspective and provides insights to policymakers on how to improve leadership in Maldives' civil service institutions. Furthermore, this study contributes significantly to the existing research in understanding the effect of transformational leadership on public sector organisations in Asia and from a developing country's perspective.

Citation

Sudha, A., Azam, S.M.F. and Tham, J. (2023), "Transformational leadership and job performance of Maldives Civil Service employees, mediated by organisational commitment", International Journal of Public Sector Management, Vol. 36 No. 3, pp. 271-287. https://doi.org/10.1108/IJPSM-09-2022-0198