IMPACT OF LEADERSHIP STYLES ON EMPLOYEE ENGAGEMENT AND PERFORMANCE IN THE PUBLIC SECTOR

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ID: 312080
2025
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Abstract
Purpose: The purpose of this paper is to examine the relationship between transformational leadership, transactional leadership employee engagement, and the performance of employees in the public sector concerning the moderating role of employee engagement. Design/Methodology/Approach: A cross-sectional survey research design was conducted and self-completed questionnaires were administered to employees of numerous public sector organizations in Pakistan. Data collected from 568 participants were used to analyze the research hypotheses by using PLS-SEM. Findings: Le et.al indicate that the levels of the transformational leadership style and the level of transactional behavior positively and significantly affect employee performance. Employee engagement was found to be a strong moderator of the above-mentioned leadership styles and employees' performance. Seems, that transformational leadership had a significantly more positive influence on employee engagement and organizational performance than transactional leadership. Practical Implications: Consequently, the research evidence points out that public sector organizations should cultivate qualities of transformational leadership to enhance voluntary employee commitment and work performance. Possibly, utilizing leadership development procedures oriented on the consolidation of transformational skills may make an impact on the tendency to increase employees’ motivation levels and the success rates of the organization. Originality/Value: This research thus offers primary data that test the moderation of employee engagement by the transformation and transactional leadership styles to the levels of employees’ performance in the public sector. Enriching the existing literature brings insight, which is useful within the public sector context.
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imported_1776679010_69e5f8620babb Use this key to autocite in the manuscript while using SciMatic Manuscript Manager or Thesis Manager
Authors Muhammad Rashid
Journal Social Sciences & Humanity Research Review
Year 2025
DOI
10.63468/sshrr.256
URL
https://sshrr.online/index.php/4/article/view/413
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